YMCA of NWNC Employee Handbook - YMCA of Northwest North ...

YMCA of Northwest North Carolina Employee HandbookHistory of the of Northwest North CarolinaThe YMCA of Northwest North Carolina (hereafter referred to as “YMCA”) has been meeting the needs ofthe community since its inception over 118 years ago in 1888. We are the oldest functioning YMCA inthe state, and among the largest human services agencies in the Triad.The YMCA serves a leadership role in developing and communicating quality programs and services toaddress high profile community issues such as childcare, youth and adult health and fitness, communityoutreach, and leadership development. High quality programs like Youth in Government, Support OurStudents (SOS), Literacy Initiative, Black Achievers, Hispanic Achievers, child development centers, schoolagedchild care, summer day camp and residence camp, environmental education, teen leaders and valuesoriented youth sports enable the YMCA to collaboratively work with schools, churches and othercommunity partners to address critical community needs. The YMCA of Northwest North Carolina includestwelve branches serving five counties (Forsyth, Davie, Yadkin, Stokes, and Wilkes). More than 90,000facility and program members are active with our YMCA. In 2005, the YMCA awarded $3.3 million inprogram and membership charitable assistance to youth, adults, and families.The YMCA is truly a community asset, collaborating with schools, businesses, and other not-for-profitorganizations for the benefit of our citizens and our community.3

YMCA of Northwest North Carolina Employee HandbookHealthy Communities 2010After 12 months of input from the volunteers, staff and the communities served by the YMCA, HealthyCommunities 2010 was adopted by the YMCA Metropolitan Board of Directors in August 2004 as thelong range strategic plan for our YMCA. Healthy Communities 2010 serves as a living document thatguides the programs and services provided by and through the YMCA. Everything you do as a YMCAemployee should be in alignment with Healthy Communities 2010. Four broad goals for our Yassociation in coming years emerged from the planning sessions. The goals, and a few of our toppriorities within each goal, are as follows:Prepare Youth & Teens To Succeed• Prevention and intervention strategies to reduce childhood obesity• Expansion of Youth and Government and teen mentoring programs• Safe, affordable child care• Memorable summer camp experiencesStrengthen & Support Families• Expansion of family programs including Adventure Guides• Creation of a family support network with other agencies/providersDevelop Caring Communities• Make our facilities and programs Hispanic/Latino friendly• Our members, boards and staff will mirror the community’s diversity• Teaching 2nd graders from low-income families how to swim• Member involvement through expansion of volunteer opportunities• Continued promotion of our charitable assistance program• Expansion of our literacy programsEncourage Healthy Living• Increase the number of individuals who eat right and are physically active• Increased opportunities for spiritual health• Niche wellness (women’s health, exercise for diabetics, cardiac rehab, etc.)• Implementation of a Y employee health incentive programIn addition, we’ll continue to form partnerships and collaborations, train and develop staff, improvemarketing and communications, raise money, invest in technology, encourage and reward innovation, andmore. Healthy Communities 2010 is an ambitious plan that will guide us in our journey from being agood, even a very good YMCA to a great YMCA!4

YMCA of Northwest North Carolina Employee HandbookOur Mission and Core Values“Helping people reach their God-given potential in spirit, mind and body”.The YMCA builds strong kids, strong families, and strong communities by cultivating our core values ofcaring, honesty, respect, responsibility, and faith in our employees, members, participants andprograms for all ages. Character development in our YMCA is a long-term commitment and goal. It is thefocus for everything we do. At the YMCA we put Christian principles into practice through:• Activities for children, teens and families that are fun and help build character.• Innovative programs that build new and strong partnerships within our community.• Before-school, after-school and summer camp programs that strengthen children andsupport working parents.• Programs and facilities that encourage people to improve their health through exercise.• Opportunities to get involved and volunteer as coaches, tutors, mentors, annualcampaigners and board/committee members.Staff PledgeRelationship building is imperative for the YMCA’s success. As a YMCA employee, I commit to be arelationship builder. I understand my role is to build relationships with and between members,participants, volunteers, staff and the communities the YMCA serves.Every day I will:• Dress for Success. I will create a friendly experience for our members and participants. Iwill always wear my nametag and uniform so that members and participants can clearlyidentify who is available to help. I will lend members and participants a hand. A member orparticipant should never feel like they are wasting my time.• Smile and Say Hello. I will provide a warm welcome for our members and participants. I willmake eye contact, smile and say hello to everyone I see, including children and teens.• Meet and Greet. I will make a personal connection with our members and participants. I willintroduce myself to at least one new member or participant every day. I will become theperson they can feel comfortable talking to when they have a question or concern. Better yet,I will introduce members and participants to each other.• See It. Own It. If I see it, I own it. I will take responsibility for correcting the problems Isee, be they as small as a discarded towel or as large as a member or participant complaint.• Give Thanks. I will be grateful. Every member and participant has chosen to spend part oftheir day with us. I will thank all our volunteers every time they lend a hand. I will take timeto thank or offer a sincere compliment to another staff person each time I work.And then . . . I will do it again tomorrow!5

YMCA of Northwest North Carolina Employee HandbookII. EMPLOYMENT WITH THE YMCA OF NORTHWEST NORTH CAROLINA(effective 1/1/2007)All employees are covered by the policies and procedures outlined in this Employee Handbook. OurYMCA’s Metropolitan Board of Directors delegates the responsibility for the administration of personnelmatters to the President/CEO. The direct administration of the policies and procedures and supervisionof staff may be delegated by the President/CEO to a designee, where appropriate. In the event of aconflict between the policies contained in this employee handbook and contracts or agreements to whichthe YMCA is a party; and pursuant to which employee benefits would be provided, the terms andprovisions of such contracts or agreements will be deemed controlling.Official EmployerAll employees covered by the provisions of this employee handbook are employees of the YMCA ofNorthwest North Carolina and are subject to the policies and procedures established by the YMCA’sBoard of Directors. The President/CEO or designee has the authority to transfer employees to otherbranches/positions as deemed in the best interest of the YMCA.Confirmation of EmploymentYou were furnished a confirmation of your employment when you completed the Offer and AcceptanceForm. That confirmation of employment included pertinent information related to your job with the YMCA– a written job description, job title, pay rate, employment classification, and hire date.OrientationAll employees of the YMCA must complete the YMCA Legally Required Training modules before beginningwork with members or in a program area. All full-time employees must attend Full-Time EmployeeOrientation, conducted monthly by the Human Resources Department.Employment At WillConsistent with NC law, employment at the YMCA is employment at will. “Employment at Will” meansthat employees may end their employment at any time for any reason, and that the employer (the YMCA)may terminate employees at any time for any lawful reason.Equal Employment OpportunityIt is the policy of the YMCA to be fair and impartial in all its relations with its employees without regardto race, color, religion, age, gender, national origin, veteran status, sexual orientation, marital status, ormental or physical disability.We will ensure that hiring, promotion, training and transfer decisions are in accordance with theprinciples of Equal Employment Opportunity and are consistent with the employee’s skills and interests.Any other personnel actions such as compensation, benefits, layoffs, return from layoff, terminations,education and social and recreational programs will be administered without regard to race, color,religion, gender, age, national origin, veteran status, sexual orientation or disability. We are committed tothe principles of equal employment.6

YMCA of Northwest North Carolina Employee HandbookAmericans with Disabilities ActThe YMCA’s policy and practice is to comply with the Americans with Disabilities Act and ensure equalemployment opportunity for all qualified persons with disabilities. The YMCA is committed to ensuringnon-discrimination in all terms, conditions and privileges of employment. Employees who need reasonableaccommodations should consult with the Human Resources Department.Introductory PeriodAll new employees will be hired on an introductory basis for a period of three full calendar monthsfollowing the date of employment. By the end of the introductory period, the employee’s work record andgeneral adaptability to the YMCA and the job will be reviewed by the supervisor and/or branch executiveto determine whether continued employment will be approved.AttendanceYes, the YMCA does expect a lot from you! One of the most important responsibilities you have is to bereliable, reporting to work when scheduled and reporting punctually. Habitual absenteeism or tardiness,sleeping on the job or performing personal work while on the job at the YMCA will not be permitted andwill be cause for disciplinary action, up to and including termination.AbsencesIt is essential that employees of the YMCA maintain good attendance and punctuality. If you are requiredto be absent from or late to work due to an illness or some other problem, you must notify yoursupervisor promptly. As much advance notice as possible is preferred, but at least 60 minutes prior toyour scheduled start time is required. If the absence continues for more than one workday, you mustkeep your supervisor informed daily so arrangements can be made to cover your work.Anytime you know ahead of time that you need to be absent or tardy, you should discuss the situationwith your supervisor as far in advance as possible. Family and Medical Leave Act (FMLA) coveredabsences are addressed in the FMLA policy.Employees will be held accountable for any excessive absenteeism, excessive tardiness or any patterns ofabsenteeism or tardiness whether excused or not excused. Disciplinary action will be taken to correct thesituation and could include termination.Personnel RecordsA personnel file is maintained for all employees in the Human Resources Department at the YMCAAdministrative Office. Please notify Human Resources or the Payroll Department of any changes of thefollowing:• marital status• address or telephone number• change in tax withholdings• legal change of name• birth or death in your immediate family as it affects benefit coverage or designated beneficiary• change in benefit coverage7

YMCA of Northwest North Carolina Employee Handbook• change of emergency contact person and/or telephone numberEmployment RecordsAt the time you were hired you completed an employment application. Now that you are an employee ofthe YMCA, you may be given forms in the future that you would need to complete to remain on thepayroll of the YMCA.Employee ClassificationsAll employees must be at least 16 years of age. The YMCA uses the following classifications as a basisfor its payroll system and for the purpose of describing and reviewing policies and benefits.Full-Time:Part-Time:Temporary/Seasonal:Casual On Call:Government-FundedProjects/Programs:Employees scheduled to work 38 hours per week for at least 10 months ormore during the year.Employees scheduled to work less than 38 hours per week.Employees whose assignment is short term, usually not continuing beyondthree months (i.e. summer camp counselor). They may or may not work morethan 38 hours per week.Employees who do not have regularly scheduled hours; but rather, work aflexible schedule, based upon availability and workload need.The YMCA operates a variety of programs that are contracted for a specificperiod of time. Persons employed by such programs will be considered aYMCA employee; listed on the payroll and receive benefits, relative to theprovisions as provided for in the specific contract.YMCA Employment ClassificationsAdministrative Staff are staff who perform managerial tasks for the YMCA as administrators of abranch or Association Office function and report to the President/CEO or designee.Program Staff are staff who perform professional tasks for the YMCA related to the development,administration, and supervision of YMCA program services.General Employees are employees related to essential operational functions, such as clerical staff, deskattendants, counselors, maintenance staff, etc.Independent Contractor is a person not included on the YMCA payroll. Independent Contractors arenon-YMCA employees who are engaged for specific services with established fees, contract expenses, andwritten agreements.Fair Labor Standards Act (FLSA) ClassificationsExempt Employees are those persons whose positions meet specific tests established by the FLSA andstate law and who are exempt from overtime pay requirements.Non-Exempt Employees are those persons whose positions do not meet FLSA exemption tests and whoare paid a multiple of their regular rate of pay for overtime, as required by federal and state law.8

YMCA of Northwest North Carolina Employee HandbookIII. CODE OF ETHICS(effective 1/1/2007)The growth and service of the YMCA results from the efforts and dedication of the volunteers and staffwho are part of the organization. It is imperative that all employees conduct themselves with integrityand transact all business in a strictly ethical manner.The efficient and productive operation of the YMCA is aided by the policies and procedures that clarifythe obligations and responsibilities of those participants, particularly those of the staff. Adherence tothe following statements will guide the YMCA in its efforts to better serve the community and preserveits image.Employee ConductYMCA employees are expected to show exemplary behavior both to other employees and to our members,program participants, and volunteers. Each employee has a very important position at the “Y” and oursuccess depends on you. You must recognize that as employees of the YMCA, you are representatives tothe community. You are expected to conduct yourself in a manner that will not reflect adversely on theYMCA or the principles on which the YMCA is founded.Commitment to DiversityThe YMCA, throughout its history, has asserted the dignity of all people without exception. The YMCA ofNorthwest North Carolina recognizes that individuals, families, and communities are diverse. The YMCAvalues and respects this diversity and chooses to be inclusive through its acceptance of all individualsregardless of race, age, gender, religion, ability, cultural identity or sexual orientation asserting that allindividuals, without exception, are intrinsically valuable.The YMCA is committed to:• Welcoming all individuals in its programs and facilities.• Developing programs that respond to the needs of its membership, participants, and community.• Utilizing hiring and employment practices that are free of bias• Hiring and maintaining a diverse staff and corps of volunteers.• Maintaining a safe environment that is free of acts of discrimination or harassment against anindividualGreeting Members, Guests, Participants and VisitorsThe first impression you make is likely to stay with someone for a long time and depends largely onattitude, skills and appearance. Always introduce yourself and give that person your undivided attention.Be responsible, show pride in the YMCA and always show respect for the individual. Above all, show thatyou care about the individual by making him or her feel important.Compliance with Laws and RegulationsYMCA business is to be conducted in compliance with all applicable legal requirements. Therefore, eachemployee is required to comply with both the letter and spirit of such laws and regulations. The9

YMCA of Northwest North Carolina Employee Handbookunderstanding of legal requirements by all concerned is a responsibility of the staff and board. If aquestion arises, employees should consult with the appropriate staff or officer.The Metropolitan Board of Directors, with the assistance of staff and legal counsel, will prescribeprocedures to assure understanding and compliance with laws and regulations.Staff will implement necessary procedures to follow the Board’s directive and to assure understandingand compliance within their areas of responsibilities.Minutes of all Board and committee meetings shall be written and approved. Attendance and votes shallbe recorded.Conflicts of InterestWhen engaged in personal and outside interests, employees should be free from any interest, influence orrelationship that might conflict, or appear to conflict, with the best interests of the YMCA; or that mightaffect their judgment or loyalty. If employees have interests that could conflict with those of the YMCA,they are required to discuss them with their supervisor. Participation in any activity in violation of thispolicy, or potential violation of this policy, must not be started or continued without written approval ofthe President/CEO or designee. The President/CEO or designee, the responsible Branch Executive andlegal counsel, if necessary, will prescribe procedures for determining whether objectionable conflicts do infact exist; and will be the final arbiter as to whether or not a particular activity violates this policy. Someexamples of employee activities that would presumably violate the Conflicts of Interests policy are:• Other employment that may interfere with or adversely affect work performance.• Direct or indirect ownership by employees or members of their immediate family of asubstantial equity or debt interest in a supplier to the YMCA.• Accepting substantial gifts, entertainment, loans, compensation, concessions or benefitsof any kind from a supplier to the YMCA.• Having financial interests in any YMCA transaction involving the purchase or sale, lease orrental of any goods, materials, equipment, supplies, services or property.• Unauthorized disclosure or use of confidential information.• Using employees, materials, equipment or other assets of the YMCA for any unauthorizedpurpose without written approval from the responsible Branch Executive.• Involvement in any other business activity, transaction or relationship that couldreasonably be interpreted by others as illegal or unethical conduct or in conflict with YMCAinterests.The complete Conflict of Interest Policy is located in the Policy Appendix of this handbook and must bethoroughly reviewed by all employees. All full-time employees must sign Attachment A acknowledgingreceipt of the policy when they are hired, and each year thereafter.Offering or Accepting Gifts or GratuitiesThe YMCA’s continued success and prosperity shall not be impaired by acts or situations that cause itembarrassment; or obligations or liabilities that compromise its ability to operate independently and10

YMCA of Northwest North Carolina Employee Handbookeffectively. Accordingly, it is the YMCA’s policy to generally prohibit the giving and accepting of gifts orgratuities. Whenever an employee deals with a supplier, a customer or governmental agency as an agentof the YMCA, the employee has an obligation to act solely in the YMCA’s best interest. This obligationincludes not only those acts formalized by written contracts, but also covers the everyday businessrelationships with suppliers, customers, governmental officials and government employees.Employees are prohibited from giving or accepting substantial gifts or gratuities. For purposes of thisemployee handbook, our YMCA defines substantial gifts or gratuities, as anything is excess of $100.00.No gifts or gratuities of any value should be accepted that could cause the YMCA to be embarrassed,obligated or incur liability.YMCA employees may accept meals, refreshments or entertainment of nominal value in connection withbusiness discussions. Luncheons or dinner meetings, held to conserve time and build relationships, are anacceptable practice. They should, however, be infrequent and the other party should not be permitted toconsistently bear the expense. Such expenditures should be nominal. Common sense should be used todefine “nominal” and to determine what is lavish, extravagant or frequent.All employees have a personal responsibility to ensure that their acceptance of such meals, refreshmentsor entertainment is proper and could not reasonably be construed as an attempt by another to securefavorable treatment.YMCA employees are not permitted to solicit or accept personal gifts from individuals, firms or theirrepresentatives who have or seek business relationships with the YMCA. If other than nominal gifts arereceived and cannot be returned, they are to be given to the Branch Executive for disposition.Except for loans by recognized banks and financial institutions, YMCA employees may not accept loans,guarantees of loans or payments from individuals or firms doing or seeking business with the YMCA.Employees may also not accept services, accommodations or travel of any value unless received inconjunction with the performance of YMCA business.Employees shall not make personal purchases via YMCA channels from outside suppliers. This provisionexcludes authorized employee-purchases of YMCA products under programs established for suchpurposes.Outside ConsultingSubject to the approval of their supervisor, employees are permitted to provide consultant services toother YMCAs and/or kindred organizations with similar goals and objectives for up to 10 days percalendar year. If an employee is released from job responsibilities to provide such services andremuneration is received, the YMCA must be reimbursed by any consulting fee received by the employee.If they consult during their time-off, then the employee may retain any remuneration.Political Activity11

YMCA of Northwest North Carolina Employee HandbookEmployees are free to exercise their full liberties as citizens; including the right to express their personalconvictions on issues such as social, economic, religious and political subjects. However, employees mustrefrain from giving any impressions that their views and positions are those of the YMCA.We recognize the importance and responsibility of our employees to participate in the political processand uphold their right to support political parties, candidates, committees and causes.Staff and lay leadership may represent the YMCA in areas of public policy with political representatives atthe local, state and national level. Such relationship building is carried out to achieve positive results inpublic/private partnerships, collaborations, joint ventures, and to be pro-active in protecting our taxstatus and UBIT (unrelated business income tax) position.However, in accordance with Section 501(c)3 of the Internal Revenue Code, YMCAs are prohibited bystatute from directly or indirectly participating in or intervening in any political campaign on behalf of orin opposition to any candidate for public office. A Section 501(c)3 organization should not contributetime or money to political campaigns, should not publish or distribute statements on behalf of a politicalcandidate and should not engage in any other activity that may be considered political.Employees may personally contribute to a candidate or cause, and party of their choice. However, noemployees shall be compensated or reimbursed for any such personal contribution and their effortsdevoted to political activity must be outside of working hours. It must also be clear that any statementson public issues are their own and not those of the YMCA.Compliance and DisciplineFailure to comply with YMCA standards will result in disciplinary action that may include termination ofemployment, termination of contract, referral for criminal prosecution and/or reimbursement to the YMCAfor any losses or damages resulting from the violation. All employees charged with a violation of ourCode of Ethics will be given an opportunity to explain their actions before the appropriate disciplinaryaction is taken. Disciplinary action will be taken:• against any employee who knowingly authorizes or participates directly in actions whichare a violation of this policy• against any employee who deliberately fails to report a violation or withholds relevant andmaterial information concerning a violation of this policy• against the violator’s manager or supervisor when the circumstances reflect inadequatesupervision or lack of diligence• against any supervisor or manager who directly or indirectly retaliates against anyemployee for reporting a violation of this policy or encourages others to do so.12

YMCA of Northwest North Carolina Employee HandbookIV. EMPLOYMENT POLICIES, PROCEDURES AND EXPECTATIONS(effective 1/1/2007)Private EmploymentThe YMCA does not endorse or recommend its present or former staff or volunteers for private hire inany capacity. This includes, but is not limited to, in-home care of any type, such as babysitting, beforeorafter-school care, sick care, or elder care.Such activities are outside of the scope of an employee or volunteer’s duties with the YMCA. Employeesand volunteers shall not engage in any conduct relating to private employment during work hours. TheYMCA cannot be responsible for any harm that may occur while a YMCA staff member is privatelyemployed.The YMCA does not assume any responsibility for off-duty private employment including, but not limitedto, legal liability that may occur. Under such circumstances, the YMCA is not the individual’s employerand does not provide workers’ compensation or other coverage for such non-YMCA employment oractivity. Any private employment of YMCA staff is separate and independent from the YMCA and is thesole responsibility of the hiring party and the YMCA staff member.Child Abuse PreventionA principal endeavor of the YMCA is to provide a healthy atmosphere for the growth and development ofchildren. Any suspected or reported child abuse will be treated in accordance with applicable laws andapproved policies. The YMCA’s complete Prevention of Child Abuse Policy is located in the PolicyAppendix of this employee handbook and must be thoroughly reviewed by all employees.Credit CardsUse of YMCA credit cards for personal expenditures is expressly prohibited, even when the employeeplans to reimburse the YMCA.Dress CodePersonal appearance and appropriate attire play an important role in the public’s perception of you as arepresentative of the YMCA and help inspire confidence in your abilities. In some departments, such asAquatics, appropriate attire may be a safety issue. Each department has a specific dress code to whichyou must adhere. Enforcement of the dress code is the responsibility of the branch Executive Director.Clothing should be neat and clean and appropriate for the position’s functions. Employees are expectedto avoid extremes in clothing, jewelry, makeup or hairstyles. With the exception of earrings, visible bodypiercing is strictly prohibited and will be subject to removal. Earrings are subject to removal if theypresent a safety concern or are not in compliance with the department’s dress code. The completePersonal Appearance Policy, including department specific guidelines, may be found in the PolicyAppendix of this handbook.13

YMCA of Northwest North Carolina Employee HandbookDriving for the YMCAEmployees and volunteers, who operate vehicles owned or leased by the YMCA as part of theiremployment or volunteer responsibilities with the YMCA, are subject to a motor vehicle record (MVR)check and are required to meet the criteria outlined in the Guidelines for Drivers of YMCA Vehicles priorto driving for the YMCA. In order to drive a YMCA vehicle, an employee or volunteer must be at least 18years of age and maintain a safe driving record. If an unsafe driving record report is received, drivingprivileges will be denied. If an employee cannot be placed in a non-driving position, termination ofemployment may be necessary. Motor vehicle reports will be run annually.Employment of RelativesThe employment of close relatives or domestic partners in a reporting relationship has the potential tocreate real or perceived conflicts of interest and problems with decision-making. The perception offavoritism or partiality, which such employment can create, may undermine morale. The followingrestrictions have been established to help prevent these issues from occurring.It is the policy of this YMCA to allow closes relatives and domestic partners, such as but not limited tospouse, children, or parents, to be employed by the YMCA. However, close relatives and domesticpartners generally will not be hired or transferred under the following conditions:• When one close relative or domestic partner would supervise or evaluate the other.• When one close relative or domestic partner would supervise or evaluate the immediatesupervisor of the other.If a relationship occurs that results in two employees of the YMCA becoming close relatives or domesticpartners when they are in a position reflecting the above conditions, the employees must notify thebranch Executive Director. The branch Executive Director and the Human Resources Director will attemptto derive an alternative employment arrangement within the YMCA. If such an arrangement cannot beachieved, the matter will be decided by the President/CEO or designee.FraudThe YMCA’s comprehensive Fraud Policy and Procedure is located in the Administrative Manual. Thispolicy provides specific instruction regarding action to be taken in the case of suspected improprietiessuch as any dishonest or fraudulent act; forgery or alteration of checks, drafts, promissory notes, andsecurities, or any other negotiable instrument; any misappropriation of funds, securities, supplies or anyother asset; any irregularity in the handling or reporting of financial transactions; disappearance offurniture, fixtures, equipment, or supplies; or excessive use of YMCA resources for personal gain.Harassment, Abusive Language or BehaviorOur employees have the right to expect to work in a workplace that is free from any type of intimidating,hostile or offensive behaviors. The use of profanity, abusive or offensive language, fighting, deliberatelycausing injury to another, disorderly conduct, malicious disturbance, intimidation, unwelcomed sexualadvances, a request for sexual favors in return for employment gains or any other type of harassment willnot be tolerated. Employees should report any inappropriate behaviors without fear of reprisal to a14

YMCA of Northwest North Carolina Employee Handbooksupervisor, branch Executive Director or the Human Resources Director. A thorough investigation of allcharges or rumors of abusive language or behavior will be conducted promptly and confidentially.Disciplinary action, up to and including termination, will be taken against any employee engaging in any ofthe above behaviors. The YMCA’s complete Harassment Policy is located in the Policy Appendix of thishandbook and is also located in the Administrative Manual at each branch and must be reviewed by allemployees.Inclement WeatherNormally, our facilities will be open regardless of local weather conditions and employees are expected tomake every effort to come to work as scheduled during inclement weather. Nonetheless, we areconcerned about the safety of our employees and provide the following guidelines:Full-time Non-exempt Employees:• Will be paid for any time worked during inclement weather.• Will be allowed to use paid time off (vacation/holiday time) to compensate for any missed timedue to inclement weather.• Will be allowed to take time off without pay upon notifying supervisor.Exempt Employees:• Will be allowed to use paid time off (vacation/holiday time) to compensate for any half daysmissed due to inclement weather.• Will be allowed to “make up” half or full days missed. “Make up” days must be worked withinthe same workweek as the half or full day that was missed.Meal Expenses/AccommodationsEmployees of the YMCA, when out of town on YMCA business or attending a conference, convention ormeeting, will be reimbursed for meal expenses at a rate not to exceed the designated per day allowance.Proper documentation must be provided.When multiple staff attend a conference, convention or meeting, roommates may be assigned. If theemployee chooses not to share a room, the employee may be required to personally pay the difference inaccommodation expenses as a result of choosing not to share a room. Determinations of this nature willbe decided by the President/CEO or designee.MileageEmployees of the YMCA, when using personal vehicles on authorized YMCA business, will be reimbursedat the declared YMCA mileage rate in effect on date of travel. The YMCA mileage rate is maintained andupdated periodically by the Accounting Department based on published IRS guidelines for reimbursement.Personal PurchasesEmployees, volunteers, members, program participants may not make personal purchases through the Y.Relocation15

YMCA of Northwest North Carolina Employee HandbookWhen the relocation of a full-time employee is required, the YMCA may offer financial assistance towardsthat employee’s expenses related to moving. Terms for a relocation offer must have prior approval of thePresident/CEO or Chairman of the Metropolitan Board of Directors or designee and be specified in theoffer of employment letter.Safety/SecurityThe YMCA makes a continued effort to provide a safe, secure workplace for its employees. All employeesare expected to comply with all safety, health and security regulations that are communicated ordisplayed by YMCA management.Smoke Free WorkplaceSmoking is prohibited in all YMCA facilities. Smoking may occur in designated areas outside all YMCAfacilities but not in the presence of or in view of members and participants.Staff Name TagsA staff name tag is provided at no charge to employees. Lost name tags are to be reported immediatelyto your supervisor and replaced within 3 to 5 business days. A fee may be charged for replacement.Name tags are required to be worn at all times while working and should be easily visible. Upontermination, staff name tags should be turned into your supervisor.Voice and Data Communications UsageYMCA telephones, e-mail systems, and internet access are to be used for business purposes in servingour members, program participants, and staff. Limited personal use should be for emergencies andessential personal business. The frequency or duration or personal telephone calls, e-mails, and internetusage must not interfere with the performance of an employee’s job duties or the function of YMCAoperations. Employees are expected to reimburse the YMCA for personal long distance charges.Employees should not expect that voicemail, e-mail, or internet use is private. An employee’s use ofYMCA telephones, voice mail, internet, and e-mail systems grant permission for possible managementreview. Employees are strictly prohibited from blogging using a YMCA computer.Proper use of all forms of voice and data communications (telephone, fax machine, voicemail, e-mail,internet, and PCs) is a job requirement for all employees. YMCA voice and data communications systemsare not to be used in ways that are unlawful, disruptive, or offensive to others, or in ways that could beharmful to workplace morale or the reputation of the YMCA. The YMCA’s comprehensive Voice and DataCommunications Policy is located in the Policy Appendix of this employee handbook and must bethoroughly reviewed by all employees.Mobile Phone SafetyWhere a conflict exists between safety and the in-vehicle use of technology such as a cell phone, safetymust always be the top priority. When using your personal cellular phone or the YMCA mobile phonewhile driving on YMCA business, we strongly recommend the following:• Pull off of the road/highway during a telephone call.• Use phone safety features such as automatic dialing.16

YMCA of Northwest North Carolina Employee Handbook• Keep calls brief.• Avoid making or receiving calls in heavy traffic, inclement weather, merging traffic or heavypedestrian traffic.• Avoid making notes or looking up numbers.• Position the phone within easy reach; not searching for a dropped phone.• Never engage in intense phone conversations; pull off the road to handle urgent matters.Motor vehicle incidents, attributed to “distraction by telephone use” while in a YMCA vehicle or while onYMCA business in a personal vehicle, may result in disciplinary action, up to and including termination.Voluntary ContributionsThe YMCA is a not-for-profit, community agency. To continue to offer programs to the community, theYMCA is dependent on charitable contributions from the United Way, other foundations, and members ofthe community. All employees are encouraged to support the YMCA’s philanthropic interests, such as theannual YMCA Partner with Youth campaign, and the annual United Way campaign; however, it is not arequirement.WeaponsThe possession of firearms or any other dangerous weapons, whether they be concealed or openlydisplayed, is expressly prohibited on any YMCA property. The President/CEO or designee must approveany exceptions regarding firearm possession. Firearms used for YMCA programs must be properly storedand locked in an approved location. The branch Executive Director will determine the approved locationfor the branch.Work-related Accidents/InjuriesAt the YMCA, we believe in creating a quality work environment that is safe, caring and injury free. All ofus share the concern, awareness and responsibility to make our “Y” a safe place to work.Employees who are injured on the job must report the accident or injury immediately to their supervisor.If medical attention is needed, we will arrange for you to receive treatment at a medical facilitydesignated by the YMCA. A life-threatening situation will be the only exception to the above procedure.You may contact your immediate supervisor for further information on our Managed Care Program forwork-related incidents.A comprehensive policy on each summary policy listed in this handbook is available for review inthe Human Resources Office at the Association Office or in the Administrative Manual at eachbranch.17

YMCA of Northwest North Carolina Employee HandbookV. PAYDAY AND TIMEKEEPING PROCEDURES(effective 1/1/2007)Direct DepositDirect Deposit is the preferred method for payroll fund distribution, and required for full-time employees.Direct Deposit is a service in which your payroll funds are sent electronically to the financial institution ofyour choice and credited to your account on payday. You will receive your pay on payday even if you areout of town. The convenience of direct deposit eliminates the need to rush to the bank to make adeposit, and it eliminates the possibility of a lost or stolen check. There is no cost for you to participatein the program. If you wish to participate in the Direct Deposit Program of the YMCA, contact theadministrative office at your branch. Forms are available on the YMCA Intranet.PaydayAll employees are currently paid bi-weekly which means we are paid every two weeks or 26 times a year.Payday is on Tuesday. Although paychecks are processed by the Payroll Department at the AssociationOffice, each Branch is responsible for the distribution of paychecks to those employees who choose notto participate in Direct Deposit.Hours Worked and OvertimeBecause of our extended hours of operation and our commitment of service to our members andparticipants, each area of operation establishes its own employee work schedules. Your immediatesupervisor is responsible for preparing and approving your hours of work.You should make every effort to complete work during your regularly scheduled hours. There may betimes when you are asked to arrive early and/or stay late. From time to time you may be required to workovertime. Overtime is defined as more than 40 hours worked during a single workweek (Monday-Sunday).Every effort will be made to notify you in advance of any schedule change but sometimes advance noticeis just not possible. In any case, you must get approval from your supervisor prior to working overtime.We comply with the provisions of the Fair Labor Standards Act (FLSA) as it relates to the recording andcompensation of overtime.TimekeepingAll exempt employees are paid on a salary basis and are not required by law to record their time worked.However, for recordkeeping purposes, an accounting of half and full days off for vacation/holiday andsick time will be documented and forwarded to Payroll bi-weekly for processing. All non-exemptemployees are paid on an hourly rate basis and are required to record accurately on a time card or timesheet the hours actually worked each day. You must sign the timecard or timesheet your actual hoursworked are recorded on. This information will then be forwarded to Payroll bi-weekly for processing.Payroll and time records of all employees will be maintained to meet reporting requirements of applicablefederal and state regulations and insurance underwriters. Both the employee and supervisor are heldaccountable for the accuracy of time records.18

YMCA of Northwest North Carolina Employee HandbookPayroll DeductionsThere are two types of deductions that may be made from employee paychecks, those required by law andthose which employees may authorize in writing.Deductions Required by Law1. Federal income tax2. North Carolina State income tax3. Social Security/Medicare Tax4. Garnishment/Levy of Wages and Processing Fee - a court order can require the YMCA to withholdfunds from your check.Voluntary Deductions1. Insurance premiums2. United Way pledges3. Partner with Youth Campaign pledges4. Capital Campaign pledges5. Flexible Spending Account for Medical and/or Dependent Care Expenses6. Additional State and Federal Income Tax7. Elective retirement contributions8. Parent fees for YMCA provided child care19

YMCA of Northwest North Carolina Employee HandbookVI. EMPLOYEE BENEFITS(effective 1/1/2007)Employee benefits represent a significant part of an employee’s compensation package. They helpprovide security and protection against stresses which otherwise could disrupt the individual employee’swork and family life. The YMCA’s benefits program is focused to enhance the work environment. It isresponsive to the increased recognition that employees have different needs, depending on their age,marital status and dependents. The YMCA’s benefits program complies with and supplementsgovernment-mandated laws and regulations. Further information about the YMCA’s benefits program,including Summary Plan Descriptions, may be found on the YMCA Intranet.YMCA Membership and Program OpportunitiesAll employees, their spouses, and their dependent family members who reside in the same household aregranted Metro-wide membership and 20% reduction on program fees with the exception of personaltraining, massage, scuba, and private swim lessons.YMCA-Provided Child CareThe YMCA has several child care programs, and employees’ children/legal dependents under the age of 13may be eligible to participate in these programs as a benefit. This childcare benefit is called theDependent Care Assistance Program (DCAP) and has specific eligibility requirements, including:1. The employee works at least 20 hours per week for the YMCA of Northwest North Carolina duringthe time period for which the benefit is received.2. The employee’s child (including natural born child, adopted child, stepchild, or child for whom he orshe is legal guardian) is less than 13 years old, and the employee is able to claim the child on hisor her income tax return during the calendar year for which the benefit is received.3. The employee stays within the $5,000 value limit per calendar year, or $2,500 if married filingseparately.4. The employee pays 100% of the member rate if they exceed the benefit value limit. The employeeauthorizes the YMCA to payroll deduct the Parent Fee which equals total child care fees in excessof the $5,000 DCAP limit.**Please note that the benefit may have additional or different limitations if the employee files hisor her tax return as married filing separately, if the employee and spouse expect to have earnedincome of less than $5,000 for the calendar year, or if the employee’s spouse is either a studentor incapable of caring for themselves.For further information regarding this program, contact your branch membership office or the Payrolldepartment.Retirement PlanThe YMCA participates in the YMCA Retirement Fund for the benefit of the eligible employee and theirfamily. The Retirement Fund is a defined contribution, money purchase plan that provides retirement,20

YMCA of Northwest North Carolina Employee Handbookdisability, and death benefits. A description of the eligibility rules and benefits is provided in the Fund’sSummary Plan Description, available on the YMCA Retirement Fund website at www.yretirement.org.Participation in the plan is a condition of employment. All employees are enrolled in the Retirement Planof the YMCA after completing 1,000 hours of compensated employment during each of two 12-monthperiods, beginning with date of hire. These two years do not have to be consecutive. Plan participantsmust be at least 21 years of age.Currently, our YMCA contributes 12% of the eligible employee’s gross monthly earnings to the Plan.Employees are vested immediately upon commencing participation in the Plan. Employees may elect tomake additional contributions to the Plan either on a before-tax or after-tax basis.Eligible employees may retire with full benefits at age 60, without regard to years of service. A reducedbenefit is available to those who retire at age 55 with at least 5 years of service. Retirement planparticipants must begin the annuity no later than April 1 of the year following the date they reach age 70½. The plan also provides a death benefit and disability benefits after meeting certain requirements.You will receive information from the YMCA Retirement Fund when you meet the eligibility requirements.Workers’ Compensation InsuranceAny employee who suffers a personal injury arising out of and/or in the course of their employment maybe paid compensation in the manner and to the extent provided by State Workers’ Compensation laws.The YMCA pays the full premium for this benefit. The YMCA’s short-term disability benefit does not applyto injuries or illness covered by Workers’ Compensation.All Workers’ Compensation claims will be handled as outlined in the Managed Care Program. The detailedManaged Care Program guidelines are located in the Policy Appendix.Group Travel/Accident InsuranceEach employee while traveling on assignment or at the direction of the YMCA for the purpose offurthering the business of the YMCA is covered by the YMCA policy. The program covers accidental deathand dismemberment. The YMCA pays the full premium.Family and Medical Leave (FMLA)The Family and Medical Leave Act (FMLA) allows eligible employees to take up to 12 weeks of unpaidleave in a 12 month period for the birth, adoption or foster care placement of a child; the employee’sserious health condition; or care for a child, spouse or parent with a serious health condition. To beeligible for FMLA leave, you must have worked for the YMCA at least 12 months and for at least 1,250hours during the 12-month period preceding your request for leave. The YMCA uses a rolling 12-monthperiod for determining the amount of FMLA leave time that an employee has available.If you are a full-time employee on FMLA leave, the YMCA will continue paying the employer contributionfor your group health and dental insurance on the same basis as if you were still working. You may makearrangements with Human Resources to pay the employee portion of benefits premiums (health, dental,21

YMCA of Northwest North Carolina Employee Handbookand voluntary benefits) while you are on leave. You will not lose seniority or any non-wage benefits thatyou had already earned before you took FMLA leave.If you are a full-time employee on FMLA leave for up to eight weeks, you will continue to accrue nonwagebenefits (vacation/holiday and sick time). On the first day your FMLA leave exceeds eight weeks,your non-wage benefits will be adjusted downward by the monthly accrual amount (for example, 3.334sick hours, 6.667 vacation hours, and 5.334 holiday hours for an employee with less than 5 years ofservice). Each 30 days thereafter that you are on leave, your non-wage benefits will be adjusteddownward by the monthly accrual amount.The YMCA requires employees on FMLA leave to first substitute any accrued sick hours. This paid leavewill be counted against your 12 week total. At the end of FMLA leave you will be restored to your sameor a substantially equivalent job.FMLA is also available on an intermittent or reduced schedule basis in appropriate cases. The HumanResources Department should be contacted if you feel you have a situation that qualifies.Employees who want to take FMLA leave should notify their supervisors at least 30 days in advance ofthe leave if the leave is foreseeable. Further information on FMLA is posted at each branch. If you haveany questions, please contact the Human Resources Department.Military Leave of AbsenceFull-time and part-time employees may be granted a Leave of Absence upon presenting Military orders tohis/her supervisor for entering active duty, whether or not voluntary, in the Armed Forces of the UnitedStates (Army, Navy, Air Force, Marine Corps and Coast Guard); or performing training duty, whether ornot voluntary, in a Ready-Reserve component of the United States (National Guard, Army Reserve, NavyReserve, Marine Corps Reserve, Air National Guard, Air Force Reserve or Coast Guard Reserve).Some recruiting officers do not provide military acceptance papers before the volunteer is sworn in.Therefore, the President/CEO or designee shall request the recruiting officer to confirm, in writing, theemployee’s acceptance and entry into active duty.A. Length of Leave:A Military Leave is granted for no more than five years unless an involuntary extension of active dutyis imposed by the United States Government. A Military Leave of Absence is not deemed a break inservice.B. Reinstatement at the end of a Military Leave:If the employee is eligible and qualifies for reinstatement as determined by the President/CEO ordesignee, based on the rules listed below, the employee is to be restored to his/her former job or oneof similar nature, unless the YMCA’s circumstances have so changed that such reinstatement isimpossible or unreasonable.The employee and the YMCA shall comply with the following reinstatement procedures as outlined inTitle 38 - United States Code, Veteran Benefits:22

YMCA of Northwest North Carolina Employee Handbook1. The leave of absence for voluntary tour of duty must not have exceeded five years unless suchtour of duty was involuntarily extended by the United States Government.2. The employee must present a certificate of completion of training and service or period of activeduty, for inspection and recording by their supervisor.3. The employee may be required to pass a YMCA medical examination before final acceptance forreinstatement.4. An Inductee, Enlistee or Reservist on Active Duty must apply for reinstatement within 90 daysafter release from the service.5. A reservist or National Guardsperson on training duty of three months or more must apply forreinstatement within 31 days after release from the service.For more information contact the Human Resources Director.Leave of AbsenceOnly the President/CEO or designee can approve a leave of absence requested for unusual circumstancessuch as outside schooling, and these leaves are unpaid. The length of a leave of absence may vary, but inno case will it be for a period of longer than six months. Employees should submit such requests inwriting to their branch Executive Director for processing.23

YMCA of Northwest North Carolina Employee HandbookVII. BENEFITS FOR FULL-TIME EMPLOYEES ONLY(effective 1/1/2007)Descriptive materials, related to benefits, are provided to full-time employees during the orientationprogram conducted by the Director of Human Resources, during annual benefits enrollment, or whenevera change in coverage occurs. Benefits may be modified or terminated at the discretion of the YMCA.Eligibility for BenefitsAll full-time employees are eligible to enroll for benefits. However, full participation may be subject tomeeting the plan requirements of specific benefits coverage or by restrictions detailed in other parts ofthis policy.Prior Service with Another YMCA AssociationFor the purpose of sharing in the full benefits of the YMCA, full-time staff transferring from anotherYMCA (outside the YMCA of Northwest North Carolina Association) shall be credited for their prior yearsof continuous and uninterrupted full-time YMCA service. Prior years of continuous and uninterruptedfull-time YMCA service from any other Association is forfeited when full-time employees with 5 years orless YMCA service leave full-time YMCA employment for 30 days or more and when full time employeeswith more than 5 years YMCA service leave YMCA employment for 365 days or more. For full-timeemployees who transfer to a branch or change classification, the original date of continuous anduninterrupted full-time employment will be used for the calculation of years of service and for thepurpose of employee recognition and benefits.Group Health InsuranceThe YMCA offers major health and accident insurance for all full-time employees and their dependents,effective on the first of the month following the full-time hire date. The YMCA contributes a portiontoward the employee’s health insurance. Dependent coverage is available, and the premium for dependentcoverage is paid by the employee through a pre-tax payroll deduction. The health plan also includes aPrescription Drug benefit that allows brand and generic named drugs to be purchased for a reasonableco-pay. A Summary Plan Description (SPD) that explains the schedule of benefits and other provisions ofthe health plan is given to full-time employees when they complete the appropriate enrollment forms.Changes to health insurance coverage may be made during open enrollment or as the result of a“qualifying event,” as outlined in the SPD.Group Dental InsuranceThe YMCA offers dental insurance for all full-time employees and their dependents on the first of themonth following the full-time hire date. The YMCA contributes a portion toward the employee’s dentalinsurance. Dependent coverage is available, and the premium for dependent coverage is paid by theemployee through a pre-tax payroll deduction. A Summary Plan Description (SPD) that explains theschedule of benefits is given to full-time employees when they complete the appropriate enrollmentforms. Changes to dental insurance coverage may be made during open enrollment or as the result of a“qualifying event,” as outlined in the Summary Plan Description.24

YMCA of Northwest North Carolina Employee HandbookGroup Life InsuranceThe YMCA provides group life insurance for all full-time employees in the amount of two times theirannual base salary on the first of the month following the full-time hire date. The YMCA pays the totalpremium. As required by tax law, the employee will assume tax liability for the cost per $1,000 of groupterm life insurance, provided by the YMCA, above $50,000. Dependent life coverage is optional and theemployee pays the total cost of insuring dependents.Short Term Disability BenefitFull-time employees who have been employed full-time at the YMCA for at least 1 full year and are absentfrom work 10 or more consecutive work days due to illness or disability, and have exhausted their paidsick time, may be eligible for short term disability benefits at 50% of their base salary. The YMCA’sshort-term disability benefit does not apply to injuries or illness covered by Workers’ Compensation.Such absences must be supported with a written certification from the treating physician, and the YMCAreserves the right to request a second medical opinion. Family/Medical Leave is required to be used inconjunction with disability benefits. This short-term disability benefit cannot exceed 6 months in any 12-month period. Employees needing more information about this benefit should contact the HumanResources Department.Long Term Disability InsuranceFull-time employees who have been employed full-time at the YMCA for at least 1 full year and are absentfrom work for 6 months may be eligible for long-term disability benefits at 60% of their base salary.Required forms must be completed. Employees needing more information about this benefit shouldcontact the Human Resources Department.Flexible Benefits PlanThe YMCA provides a Flexible Benefits Plan under Section 125 of the Internal Revenue Service (IRS) Code.A Flexible Benefits Plan allows full-time employees to deduct from their salaries on a pre-tax basis theirpersonal contribution to the YMCA group health and dental insurance premium; uncovered medicalexpenses (including deductibles) and dependent care expenses. This benefit is available after the 3-month introductory period.Provisions for Non-Wage Benefits (Vacation/Holiday and Sick Time)All non-wage employee benefits (vacation/holiday and sick time) are calculated on a calendar year basisbeginning January 1 and ending December 31. They are pro-rated for new employees based on hire date.Non-wage benefits are accrued and reported in terms of hours, and are rounded to half-day incrementsfor exempt employees. Non-exempt employees report vacation/holiday and sick time taken based on timeclocked in and out during the workweek. Exempt employees report vacation/holiday and sick time takenin half day (4-hour) and full day (8-hour) increments. If it is discovered that an employee has been paidfor any non-wage benefits beyond the allowable policy, the overpaid hours will be adjusted in theemployee’s next paycheck within the month of discovery. If employment with the YMCA is terminated,any non-wage benefits used in excess of time accrued will be deducted from the employee’s lastpaycheck. Vacation/holiday time accrued but not used will be paid in the employee’s last paycheck.25

YMCA of Northwest North Carolina Employee HandbookVacationThe YMCA believes it is in its best interest if all full-time employees annually take vacation away from thejob for the purpose of rest, recuperation, and recreation. Vacations are to be scheduled with andapproved by the employee’s supervisor during the period which best suits the needs of the YMCA.1. New full-time employees become eligible for paid vacation on the first day of the month following3 full calendar months of service during their first year of employment.2. Vacation is based on the length of YMCA service that coincides with the full-time employmentanniversary date,Less than 5 full years total of 80 hoursAfter 5 full years total of 120 hoursAfter 10 full years total of 160 hoursAfter 15 full years total of 200 hours3. Vacation is considered earned as identified in the Benefits Summary Table below.4. Employees will continue to accrue vacation time during leaves of absence up to eight weeks’duration. On the first day the leave of absence exceeds eight weeks, vacation time will beadjusted downward by the monthly accrual amount. Each 30 days of leave thereafter, vacationtime will be adjusted downward by the monthly accrual amount.5. Full-time employees are to schedule vacation for periods in accordance with the requirements oftheir jobs and upon the approval of their supervisor.6. Employees are not entitled to pay in lieu of vacation.7. Vacations hours are paid at the employee’s base rate (Rate 1).8. Allowed vacation hours are calculated on a calendar year that begins January 1st and endsDecember 31st.9. Vacation hours cannot be carried over to the next year and employees are not compensated forany unused vacation.10. In the event of separation from YMCA employment, vacation benefits shall be prorated forthat portion of the calendar year worked. If the employee has earned but unusedvacation hours, the hours will be added to the employee’s last check. If the employee hasused more vacation hours than they have earned, the overpayment will be adjusted on theemployee’s last paycheck in accordance with state and federal laws. In the event of deathof employee, pro-rata vacation pay will be paid to the employee’s estate.HolidayThe Y’s philosophy is to honor days that staff members consider being holidays. The Y recognizes thetraditionally observed holidays might not satisfy the spiritual and personal needs of all staff members.Therefore, except for Easter Sunday, Thanksgiving Day and Christmas Day, time off for holidays can beused at the request of the employee, provided the request is made to the supervisor and approved.1. New full-time employees become eligible for paid holidays on the first day of the month following3 full calendar months of service during their first year of employment.2. All full-time employees receive 11 holidays, which includes a day off to be taken during the monthof the employee’s birthday. Holidays are considered earned as identified in the Benefits Summarytable below.26

YMCA of Northwest North Carolina Employee Handbook3. Employees must use vacation or holiday hours for any day that the department or the YMCA isclosed if the employee would be regularly scheduled to work on that day.4. Holiday hours are paid at the employee’s base rate (Rate 1).5. Employees will continue to accrue holiday time during leaves of absence up to eight weeks’duration. On the first day the leave of absence exceeds eight weeks, holiday time will be adjusteddownward by the monthly accrual amount. Each 30 days of leave thereafter, holiday time will beadjusted downward by the monthly accrual amount.6. Holidays are calculated on a calendar year that begins January 1st and ends December 31st.7. Holidays cannot be carried over to the next year and employees are not compensated for anyunused holidays.8. In the event of separation from YMCA employment, holiday benefits shall be prorated forthat portion of the calendar year worked. If the employee has earned but unused holidayhours, the hours will be added to the employee’s last check. If the employee has usedmore holiday hours than they have earned, the overpayment will be adjusted on theemployee’s last paycheck in accordance with state and federal laws. In the event of deathof employee, pro-rata holiday pay will be paid to the employee’s estate.SickSick days are provided to the full-time employee unable to report to work because of personal illness orillness in the immediate family (spouse, children, parents, grandparents, grandchildren and siblings).1. New full-time employees are entitled to sick time beginning on the first day of the monthfollowing three full calendar months of service during their first year of employment.2. Sick hours are paid provided the employee has given their supervisor prompt notification. Asmuch advance notice as possible is preferred, but at least 60 minutes prior to your scheduledstart time is required. The employee shall provide medical or other appropriate verification ofany absence to his/her supervisor upon request.3. Sick hours are paid at the employee’s base rate (Rate 1).4. Employees will continue to accrue sick time during leaves of absence up to eight weeks’duration. On the first day the leave of absence exceeds eight weeks, sick time will be adjusteddownward by the monthly accrual amount. Each 30 days of leave thereafter, sick time will beadjusted downward by the monthly accrual amount.5. Sick days are calculated on a calendar year that begins January 1st and ends December 31st.6. In the event of separation from YMCA employment, sick benefits shall be prorated for thatportion of the calendar year worked. If the employee has used more sick hours than they haveearned, the overpayment will be adjusted on the employee’s last paycheck in accordance withstate and federal laws.7. Unused sick days can be carried over to the next year. The maximum allowed carry-over is240 hours. Carryover sick days can only be used once the current year’s allowed sick days areexhausted.8. Unused sick days and unused carryover sick days (Sick Bank) are not paid to theemployee upon termination of employment.27

YMCA of Northwest North Carolina Employee HandbookNon-Wage Benefits SummaryNon-Wage Benefits Summary TableHours Earned Per MonthVACATIONLess than 5 Years 6.6675 up to 10 Years 10.00010 up to 15 Years 13.33415 Years + 16.667HOLIDAY 5.334The eight hours per day that is designated for Easter Sunday, Thanksgiving Day, and ChristmasDay is considered earned on the actual day the holiday occurs.SICK 3.334Donation of Vacation and Holiday TimeAn employee who has a situation that would qualify under the Family and Medical Leave Act may receivedonated vacation and holiday hours from co-workers; however, this does not mean they have to be on anapproved FMLA leave. The employee receiving donated benefit hours must have completed their 3 fullmonth introductory period and must be classified as a full-time employee.Employees may donate accrued, available vacation/holiday hours to a co-worker. Sick hours may not bedonated to co-workers. To make a request to donate hours, you must contact the Human ResourcesDepartment to complete a form.Bereavement LeaveUpon completion of the introductory period, full-time employees may be granted up to three days paidtime off from work for bereavement in the event of a death in the family. The employee’s immediatesupervisor and the Branch Executive Director must approve use of Bereavement Leave. Any exceptions tothe YMCA’s Bereavement Leave policy must be approved by the Branch Executive Director and the HumanResources Director.Jury DutyThe YMCA will grant paid time off to full-time employees who are summoned for jury duty as follows:• Full pay for jury service not exceeding 10 working days every two years.• Pay will be reduced by fees received for jury duty for any service exceeding the 10 working daysevery two years.Employees serving on jury duty are expected to work as much of their regular schedule as possible.Documentation of jury duty must be provided to the employee’s supervisor in order to be paid.28

YMCA of Northwest North Carolina Employee HandbookVIII. YOUR YMCA CAREER(effective 1/1/2007)Job PostingsThe YMCA will keep its employees informed of full-time job openings by using a Job Posting system. Eachbranch has a designated area or board where current full-time openings are posted for a minimum of fivedays. These postings list a brief description of the job responsibilities, minimum qualifications, the salaryrange and the branch where the vacancy exists. The posting will also indicate whom to contact about thejob opening and the contact deadline.Training and Career DevelopmentThe YMCA recognizes that training is a process that must continue throughout a staff member’sprofessional life; and that experience is secured through consultations as well as in work relationships.For these reasons, you are encouraged to participate in the appropriate professional societies, to attendprofessional development conferences and to continue your development on a formal basis wheneverpossible.You, your supervisor, and branch Executive Director are responsible for developing a plan to help meetyour present and future accountabilities and a plan for your personal growth and development. TheDirector of Staff Training and Leadership Development is available for assistance in building this plan andlocating relevant resources.The President/CEO or designee may approve your participation in local, regional or national conferences,accredited colleges or universities or other conference, conventions, meetings or other training activitiesrelated to YMCA professional training. Contact your supervisor or branch Executive Director for moreinformation.YMCA of the USA ClassificationsThe YMCA, as a national movement, is committed to professional development of its employees. Thefollowing YMCA certifications are part of that career development commitment.Staff Associate: All new staff are recognized as Staff Associates when they are employed as salaried, fulltimeemployees, and their employment is reported to YMCA of the USA.YMCA Director: To earn this designation an employee must complete all of the following YMCA of the USAcourses and secure a letter of recommendation from the employee’s current supervisor:• YMCA Principles and Practices• YMCA Group Work• YMCA Volunteerism and the YMCA or Volunteerism: Living the LegacyYMCA Professional Director: To earn this designation an employee must complete all of the following YMCAof the USA courses and secure a letter of recommendation from the employee’s current supervisor:• YMCA Principles and Practices• YMCA Group Work• YMCA Volunteerism and the YMCA or Volunteerism: Living the Legacy• Completion of an additional nine days of YMCA Management Modules*30

YMCA of Northwest North Carolina Employee HandbookYMCA Senior Director: To earn this designation an employee must possess a 4-year degree from an accreditedcollege or university, complete all of the following YMCA of the USA courses, and secure a letter of recommendationfrom the employee’s current supervisor:• YMCA Principles and Practices• YMCA Group Work• YMCA Volunteerism and the YMCA or Volunteerism: Living the Legacy• Completion of an additional nine days of YMCA Management Modules*You may contact the Director of Staff Training and Leadership Development or contact YMCA of the USAfor complete information regarding YMCA of the USA certification requirements and classifications. Ifyou have already completed one or more YMCA of the USA courses, you may obtain your personal trainingtranscripts from YMCA of the USA.* Please note that Management Modules designed for Executive and Volunteer Leadership may not holdday credits toward YMCA Professional or Senior Director certification.31

YMCA of Northwest North Carolina Employee HandbookIX. SALARY ADMINISTRATION(effective 1/1/2007)Job DescriptionsAt the YMCA there is a written job description for each position. The job description outlines theessential duties and responsibilities of the position, the minimum qualifications required to perform theposition and the physical and environmental demands of the position. Each position has been evaluatedto determine the relationship of one position to another within the YMCA and to set the position’s salaryrange.Salary RangesSalary ranges have been developed with guidelines received from the Y-USA and other Ys, andorganizations comparable to our Y. Each position is assigned a range that has a minimum, mid-point andmaximum range. Your placement in that range is based on factors including experience, qualifications,merit, promotion and your overall performance. Salary ranges are periodically reviewed and updated.Written Performance StandardsAll full-time exempt employees and selected non-exempt employees are required to prepare writtenperformance standards based on annual operating objectives for the branch and association. Thesestandards are usually in place by the end of February each year. These performance standards serve asthe measuring tool for performance reviews two times a year. Standards should be established andagreed to by the employee and immediate supervisor.Written Performance ReviewsUsing your written job description and written performance standards, your supervisor prepares yourwritten performance review (WPR). Written performance reviews are normally completed twice a year, atmid-year and at year-end. The WPR should be discussed by you and your immediate supervisor,highlighting your performance, accomplishments, your strengths and any areas that need improvement.Any needed training or experience should also be identified at this point. Part of the review process isfor you to share your comments and thoughts with your supervisor regarding your performance. Both thesupervisor and you should sign off on all documents that are part of the WPR. Prior to meeting with you,the written performance appraisal is reviewed by at least two levels of management to ensure fairnessand accuracy. The signed WRP will be forwarded to the Human Resources Office where it becomes partof your personnel file.Merit Increases and Salary AdjustmentsThe amount of money budgeted for wage and salary adjustments is influenced by the cost of living,relationship to competition, and the financial resources of the Y and/or each branch. Salary increases arenormally tied to merit and if approved, are usually paid in March. However, some areas such as child careand summer camp may use a different time period for reviewing performance and recommending salaryincreases. Salary increases not tied to merit include increases for significant increases in jobresponsibilities, promotions, market or equity adjustments, and job changes where the new job is in ahigher salary grade.32

YMCA of Northwest North Carolina Employee HandbookThere are certain circumstances where an employee’s salary may be frozen, or in rare cases decreased,because of a job change initiated by the employee or the YMCA. For example, an employee may decide topost for a job with fewer responsibilities and a lower salary range than their current job. If hired, theemployee’s salary may be frozen or decreased, depending on the situation.Your supervisor will meet with you to discuss any recommended salary adjustment that has beenapproved and the effective date. In the rare cases where the adjustment results in a decrease in salary,you will be notified by your supervisor at least 30 days in advance of the effective date of the change.33

YMCA of Northwest North Carolina Employee HandbookX. DISCIPLINE PROCESS(effective 1/1/2007)Corrective ActionsGenerally, employees work very hard to meet certain performance standards and meet the guidelines ofour policies, but occasionally, a performance or conduct issue may arise that needs to be corrected.Depending on the seriousness of the problem, there may be several steps taken to achieve the desiredresults. These steps may be:• Verbal warning• Oral counseling• Written warning• Final warning that could include probation or suspension• TerminationGross misconduct or disregard for a performance issue or YMCA policy could result in bypassing any or allof the above mentioned discipline steps and could result in an immediate dismissal. The type ofdisciplinary action will depend upon the violation committed. Examples of unacceptable behavior includebut are not limited to falsifying records, bringing or drinking intoxicants, substance abuse, stealing,refusal to obey instruction, use of foul language, sleeping on the job, possession of firearms, falsificationof information on the employment application, disclosure of confidential information, failure to adhere todress code, excessive absences and/or tardiness, failure to notify your supervisor of tardiness orabsence, poor work performance, fighting or assaulting, etc.Your supervisor will be responsible for administering any of the above procedures, documenting theprocess and forwarding all related documents to the Human Resources Department to be placed in yourpersonnel file.Problem-Solving ProceduresFrom time to time employees have questions or concerns about their jobs. An employee with such aquestion or concern on the job should speak with his or her immediate supervisor. If for any reason anemployee feels they cannot speak directly with their immediate supervisor about the question or concern,the issue may be addressed with the next level of management, up to the President/CEO if necessary.Employees are responsible for promoting open communication and safe working conditions, raising issuesas they occur and providing possible solutions. All employees are expected to use individualaccountability and initiative in resolving problems.34

YMCA of Northwest North Carolina Employee HandbookXI. SEPARATING EMPLOYMENT WITH THE YMCA(effective 1/1/2007)Voluntary Separation of EmploymentVoluntary separation from the YMCA can take the form of a resignation or retirement. Exempt staffnormally should give a 4-week notice to their immediate supervisor. Non-exempt staff normally shouldgive a 2-week notice to their immediate supervisor. The President/CEO normally should give an 8-weeknotice. Notice of intention to discontinue employment should be stated in writing.Involuntary Separation of EmploymentAn involuntary separation is the decision, made by the YMCA, to end the work relationship with anemployee. They are classified as either a reduction in the work force or dismissal for cause.Reduction in Work ForceThis type of involuntary separation may be imposed upon employees as a result of economic necessity, operationand/or programmatic changes, reorganization or any other reason that requires a reduction in the YMCA’s presentwork force. When a reduction is necessary, consideration of such factors as seniority and performance within theaffected unit must be made to determine those employees to be laid-off.Exempt employees who have been employed for at least one year will be given a minimum of 4 weeks notice prior tothe termination. Non-exempt employees who have been employed for at least one year will be given a minimum of 2weeks notice prior to termination. The YMCA, at its discretion, may elect to provide pay in lieu of notice.Dismissal for CauseAn employee may be involuntarily separated for cause. In this event, the employee will be advised of the reason fortermination and the Termination Report will be completed.Exit InterviewsExit interviews may be conducted after voluntary termination by the appropriate supervisor and/orHuman Resources Department. Staff members terminated for cause or unsatisfactory performance mayrequest an exit interview with the appropriate supervisor. Staff members not requesting or receiving anexit interview will be mailed an exit interview questionnaire.Final Paycheck and Benefits ContinuationThe YMCA will provide the final paycheck in accordance with the YMCA’s regular compensation schedule.Human Resources will notify the YMCA Retirement Fund and benefits providers of the termination asappropriate. Full-time employees may enroll in COBRA to continue health and dental coverage and mayarrange to self-pay for continuation of employee paid benefits. The value of vacation/holiday hoursaccrued but not taken will be paid in the final paycheck. The value of vacation/holiday hours taken butnot accrued will be subtracted from the final paycheck.In the event of a separation of employment due to death, the YMCA will notify the YMCA retirement fundand life insurance providers if applicable. The YMCA will provide the final paycheck to the estate inaccordance with the YMCA’s regular compensation schedule.35

YMCA of Northwest North Carolina Employee HandbookXII. POLICYAPPENDIX36

YMCA of Northwest North Carolina Employee Handbook(effective 10/2005)CONFLICT OF INTEREST POLICYA. Statement of PurposeBoard members, trustees, and staff of the YMCA of Northwest North Carolina (“YMCA”), shouldnever act in ways that cause a conflict or perception of conflict between their personal interestsand the YMCA’s interests. As a not-for-profit organization receiving government and charitablefunds in trust for those it serves, the YMCA’s directors, trustees, and staff have a specialobligation in this regard and are encouraged to uphold the YMCA character values of caring,honesty, respect, responsibility, and faith in all of their activities.Directors, trustees and staff will often serve in many capacities in the various organizations andinstitutions of the larger community. Such involvement can give rise to a duality of interestwhich, while proper, permissible and beneficial to the community, may create the potential formisunderstandings. Therefore, it is important that directors, trustees, and staff treat potentialconflicts of interest seriously. The responsibility for avoiding actual conflicts and disclosingpotential conflicts falls on the individual director, trustee, or staff member. The following rulesdescribe the YMCA’s Conflict of Interest Policy:B. Definitions1. A Conflict of Interest is present whenever a director, trustee, or staff member has a materialfinancial interest in a proposed contract or transaction to which the YMCA may be a party. Aconflict of interest may also exist where the private interests of a director, trustee or staff memberand his or her official YMCA responsibilities conflict. Conflicts of interest may be either direct orindirect. A direct conflict of interest arises when the transaction is personally between a director,trustee, or staff member and the YMCA. An indirect conflict of interest arises when the YMCAtransacts business with another entity in which a director, trustee, or staff member has a financialinterest or serves as an officer, director, or trustee of the entity in question.2. A staff member is a full-time employee who receives all or part of his or her income from thepayroll the YMCA. The definition of a staff member also includes the individual’s immediate family,which includes a person’s spouse, parents, siblings, children, life partner and anyone living within theperson’s household as a family member.3. A director is a member of either the Metropolitan Board of Directors or a Branch Board ofManagement. The term does not include a member of any ad hoc committee that is supportive of theYMCA’s work but has no legal role in organizational governance. The definition of a director alsoincludes the individual’s immediate family, which includes a person’s spouse, parents, siblings,children, life partner and anyone living within the person’s household as a family member.4. A trustee is a member of the YMCA Board of Trustees. The definition of a trustee alsoincludes the individual’s immediate family, which includes a person’s spouse, parents, siblings,children, life partner and anyone living within the person’s household as a family member.37

YMCA of Northwest North Carolina Employee HandbookC. General Standards of Conduct and Expectations1. Directors, trustees, and staff members are expected to commit themselves to ethical andprofessional conduct. This expectation includes the proper use of authority andappropriate decorum.2. All directors, trustees, and staff members are expected to act in compliance with laws,regulations and policies that govern the YMCA’s business practices and operations whenconducting business on behalf of the organization.3. Staff members may not accept cash gifts under any circumstances, whatsoever.4. There may not be self-dealing or any conduct of private business or personal servicesbetween any director, trustee, or staff member and the YMCA except those conducted in anopen, and objective manner to ensure equal competitive opportunity and equal access toinformation.5. Board and volunteer committee members may not attempt to exercise individual authorityover the policies and operations of the YMCA except through their roles as voting membersof the Board or volunteer committees. Staff members may not attempt to exerciseindividual authority over the policies and operations of the YMCA except through theirspecific job responsibilities and established supervisory structure.6. All political or lobbying activities related to the YMCA and its mission must be conducted incompliance with applicable laws. No YMCA funds or property must be used for politicalcontributions. Directors, trustees, and staff members may make contributions from theirown funds but will not be reimbursed.D. Policy1. Actual Conflicts of InterestIn some situations, directors, trustees, and staff members are prohibited from doing certainthings in order to avoid an actual conflict of interest. These restrictions come from statutes,regulations, by-law provisions, and internal policies, and are summarized below:a) Loans to Senior Management. Loans may be made to a member of seniormanagement of the YMCA, which includes at least the CEO, COO, branch directors, team leaders, andorganizational unit directors only if approved and disclosed at the appropriate levels. In addition, noloan may be made to any entity for which YMCA senior management has an ownership interest.b) Loans to Directors and/or Trustees. No loan may be made to a director or trustee ofthe YMCA nor to any entity for which a director or trustee has an ownership interest.c) Work-related Fees. Fees paid to staff members by outside sources, which pertaindirectly to their position and work for the organization – e.g., work-related speaking and consultantfees, honoraria, and the like – must be paid to the YMCA directly. In the event that these fees arepaid directly to the staff member, the payment must be endorsed promptly to the YMCA.d) Prospective Employment. No director, trustee, or staff member may participate in anytransaction involving a person or organization with whom he or she is negotiating or has anyarrangement concerning prospective employment.e) Family Member Expenses. No staff member may supervise or approve expenses or38

YMCA of Northwest North Carolina Employee Handbookreimbursement for another staff member who is also a member of his or her immediate family.f) Gifts. Any non-incidental tangible or intangible gift that could be inferred asinfluence or reward for an official action taken by a director, trustee, or staff member may only beaccepted if it is disclosed and approved by the President/CEO or by the Chief Volunteer Officer if itinvolves the CEO.2. Potential Conflicts of InterestThere are situations beyond those listed above that may still raise the possibility that aconflict of interest exists. The YMCA does not have a blanket rule to prohibit thesesituations from arising, but rather considers them on a case-by-case basis. In thesesituations, the director or staff member must disclose the existence of the potential conflictbefore action is taken (including YMCA approval or disapproval) on the matter and have itreviewed by disinterested YMCA parties.Directors, trustees and staff members shall disclose to the CEO in writing potential conflicts ofinterest. These potential conflicts include, but are not limited to, situations in which the director,trustee, or staff member may obtain personal, financial, professional or political gain at theexpense of the YMCA. Some, but not all, examples of potential conflicts include the following:a) Loans to Staff. A loan is proposed to any present staff member.b) Outside Work. A staff member intends to undertake outside work that is not totallyunrelated to the YMCA.c) YMCA Payments to Staff Other Than for Regular Work. A staff member receives paymentfrom the YMCA for goods, services or subcontracts other than as part of his or her regularYMCA job responsibilities or as reimbursement for reasonable expenses incurred asprovided in the YMCA’s personnel policies.d) YMCA Payments to Directors or Trustees Other Than for Reimbursement. A director ortrustee receives payment from the YMCA for goods, services or subcontracts other thanas reimbursement for reasonable expenses incurred as provided in the YMCA personnelpolicies.Any potential conflict of interest for the CEO shall be disclosed in writing to the Chief VolunteerOfficer.E. AcknowledgementA copy of this policy shall be given to all directors, trustees, and staff members uponcommencement of such person’s relationship with the YMCA. Each director, trustee, andstaff member shall sign and date Attachment A at the beginning of his or her term of serviceor employment and each year thereafter. Failure to sign does not nullify the policy.39

YMCA of Northwest North Carolina Employee HandbookAttachment A to Conflict of Interest PolicyPlease indicate your role in the YMCA:Metropolitan Board of Directors of the YMCA of Northwest North CarolinaBranch Board of Management of the YMCA of Northwest North CarolinaBranch name: _______________________________________________Staff member of the YMCA of Northwest North CarolinaPlease list all other entities in which you have a financial interest or you serve as an officer, director ortrustee. If you are aware that an entity listed below has a contract or other business relationship with theYMCA of Northwest North Carolina or one of the branches of the YMCA of Northwest North Carolina,please include those details.____________________________________________________________Business____________________________________________________________Business(Please attach additional pages as necessary)._________________________________Your Title/Capacity_________________________________Your Title/CapacityPlease list below any other actual or potential conflict of interest.____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________I understand that the purposes of this policy are to protect the integrity of the YMCA’s decision-makingprocess, to enable our constituencies to have confidence in our integrity, and to protect the integrity andreputation of volunteers, staff and board members.Upon or before election, hiring or appointment, I will make a full, written disclosure of interests,relationships, and holdings that could potentially result in a conflict of interest. This written disclosure willbe kept on file and I will update it as appropriate.In the course of meetings or activities, I will disclose any interests in a transaction or decision where I(including my business or other nonprofit affiliation), my family and/or my significant other, employer, orclose associates will receive a benefit or gain. After disclosure, I understand that I will be asked to leavethe room for the discussion and will not be permitted to vote on the question.I understand that this policy is meant to be a supplement to good judgment, and I will respect its spirit aswell as its wording.____________________________________________________________ _________________________________SignatureDate____________________________________________________________Print Name40

YMCA of Northwest North Carolina Employee HandbookCHILD ABUSE PREVENTION POLICY(effective 1/1/2007)This policy covers the required steps involved in the hiring, training and supervision of staff; appropriateconduct related to the supervision of children; reporting procedures of suspected abuses; responsibilitiesto parents and recommendations for good practices related to the above.DEFINITION OF TERMSStaff: All full -time, part-time, temporary or seasonal staff including director, program leaders, teachersor aides. All volunteer staff who have frequent and routine contact with children. (Parents who volunteerfor special events are excluded).Child: 17 years of age or under.STAFF HIRING, TRAINING AND SUPERVISION(For infant, preschool, school-age child care, day and residence camp programs)1. A minimum of two reference checks are conducted, documented and filed on all potentialstaff prior to employment. References must include immediate prior employment and/orany employment involving supervision of children.2. Child abuse and criminal record checks are conducted on all staff.3. YMCA Staff name tags will be worn by all employees during program operation and/orwork hours. Children are instructed to avoid any person not so identified.4. All child care staff receive the following orientation training before or within the first 30days of employment:• YMCA policies related to swimming pool safety, transportation and prevention of child abuse.• YMCA emergency procedures.• National YMCA child care program standards.• YMCA of the USA Child Abuse Prevention Training.• Training in recognizing the signs of suspected child abuse.• Training in CPR, First Aid and Bloodborne Pathogens.5. Program Administrator supervising decentralized sites of operation or designee makesunannounced visits at least two times per month. YMCA site observation forms are filledout and original filed at the Association Office.6. President/CEO, VP of Program Development, Branch Executive, Program Director ordesignee, other than staff referred to in above, visits each child care and day careoperating site at least two times a year.41

YMCA of Northwest North Carolina Employee HandbookSTAFF RELATIONSHIP WITH CHILDREN(Pertaining to all YMCA programming with children)1. As a general rule, staff members should not be alone with a child(ren) in an area/locationwhere they cannot be observed by other staff except where necessary and appropriate.2. Although the state requires a staff/child ratio of 1:25 in school-age care programs, theYMCA of Northwest North Carolina will exceed this standard by providing one staffmember for each fifteen (15) children (1:15). A minimum of two staff should be assignedto each program operating site.3. Each decentralized site of operation will install or have access to a telephone on locationand on buses during operating hours.4. As a general rule, children should not be left unsupervised.5. YMCA staff will have no one on one contact with children outside approved YMCAactivities where there was no relationship with the child prior to YMCA employment. Anyparticipation in activities with children outside approved YMCA activities will not beconsidered as functions of an employee of the YMCA; and the YMCA or anyone related tothe YMCA cannot be held responsible for any adverse action, conduct or misbehavior thatmay arise from the association of any employee with children outside YMCA approvedprograms. YMCA staff violating this rule will be subject to disciplinary action up to andincluding termination.6. Staff behavior or disciplinary actions with children must avoid all abuse actions.Constructive methods must be used for maintaining group control and handling individualbehavior. Corporal punishment and other humiliating or frightening techniques areprohibited. Appropriate disciplinary action must not be associated with food, rest,separation from group for illness or toilet training.RESPONSIBILITIES TO PARENTS1. As part of an orientation, parents will be informed that they are invited and welcomed tovisit program sites at any time.2. Under no circumstances will Y staff release children to anyone other than the authorizedparent(s), guardian(s) or an individual authorized by parents in writing or verified bytelephone. Formal sign-in and sign-out procedures will be established and appropriaterecords will be maintained and kept on file in accordance with published regulations whichgovern the operation and administration of a child care program and/or facility.3. Staff will check for signs of illness/injury and personal wellness of the children.A serious injury or life threatening situation will require us to act without the writtenauthorization of parent(s), guardian(s) or other individuals.42

YMCA of Northwest North Carolina Employee HandbookRECOMMENDATIONS(Concerning involvement of Parents and Supervision of Children)1. Parents should receive regular written information about the programs content andschedules; feedback regarding their child’s participation in program including behavior andgeneral health; and an introduction to the program staff.2. Each Branch should offer positive assistance and resources for parents and childrenthrough workshops, counseling and the use of printed and audio-visual resources. Allresources should be thoroughly investigated prior to use.REPORTING REQUIREMENTS PERTAINING TO ALL YMCA PROGRAMS1. Mandatory Reporting of Child Abuse: YMCA employees are recognized as mandatedreporters under State guidelines. The YMCA requires all employees, especially child careemployees to report known or suspected child abuse to a child protective agency bytelephone immediately or as soon as practically possible and to complete the YMCA ChildAbuse Reporting Form. The original of this form must be sent as soon as possible to theSVP/COO or designee and a copy to the Branch Executive and a copy to the supervisor. Achild protective agency may be a police or sheriff’s department, a county probationdepartment, a county welfare department or the Department of Social Services for thecounty in which the Branch is located. Reasonable suspicion means that it is objectivelyreasonable for a person to entertain such a suspicion, drawing when appropriate on his orher training and experience, to suspect child abuse. Failure to report is grounds fordisciplinary action up to and including termination.NOTE: Every staff member has an absolute duty to report and document any suspicion ofchild abuse, molestation or sexual misconduct to the proper authorities. The Departmentof Social Services will determine the accuracy of the report.TELEPHONE NUMBERS:Davie County Department of Social Services: (336) 751-8800Forsyth County Department of Social Services: (336) 727-8351Stokes County Department of Social Services: (336) 593-2861Wilkes County Department of Social Services: (336) 651-7400Yadkin County Department of Social Services: (336) 679-421043

YMCA of Northwest North Carolina Employee HandbookCOMMUNICABLE DISEASES/ BLOODBORNE PATHOGENS POLICY SUMMARY(effective 1/1/2007)The YMCA fully supports all statutes and guidelines issued by federal, state and local governmententities, based on current medical knowledge and research, on the proper treatment of persons withcommunicable diseases. The YMCA further recognizes the importance of protecting the health andwelfare of participants, members, volunteers and staff from the spread of communicable diseases,particularly those which pose a substantial threat to the health and safety of the YMCA community.In medically appropriate cases, a participant, member, volunteer or staff person whose medical conditionposes an unusual or substantial threat to the health or safety of the YMCA community or who issuspected to be a carrier of such a communicable disease, the YMCA President/CEO or designee mayrequire a medical evaluation of the known or suspected carrier.This person may be removed from a YMCA program, service or facility involved while medicaldetermination is being made. Decisions for removal, restriction and/or reinstatement will be made by thePresident/CEO or designee based upon the advice of medical experts.All notices, reports, actions, hearings and decisions that contain personally identifiable information abouta person who has or who is reasonably suspected of having or being a carrier of a communicable diseaseshall remain STRICTLY confidential. The number of personnel who are made aware of this person’scondition shall be kept to the minimum needed to assure proper care and to detect situations where thepotential for transmission of the disease may increase.The YMCA will develop and present educational programs on communicable diseases to all employees.Copies of guidelines for prevention of the spread of communicable diseases including but not limited toblood borne pathogens will be made available to all employees in accordance with approved federal, stateand local regulations. The YMCA will comply with all OSHA requirements for the training of staff onBloodborne Pathogens Standards. In so doing, it will make an exposure determination, prepare anexposure plan, train employees and make available the Hepatitis B vaccine when necessary, and takeother action regarding labeling, waste disposal and follow-up in the event an employee is expose to bloodor other potentially infectious material.In addition, staff members who contract a communicable disease shall be afforded all benefits to whichthey are reasonably entitled under the YMCA personnel policy.In support and compliance of all federal, state and local regulations, the YMCA does not discriminatebased on any kind of disability. The YMCA will not restrict the access of participants, members,volunteers or staff to YMCA buildings, facilities, programs or services except where access would pose anundue threat or financial hardship to the health or safety of the person with the disability or other YMCAparticipants. The YMCA will further make every effort to reasonably accommodate individuals withdisabilities to improve the quality of their YMCA experience.44

YMCA of Northwest North Carolina Employee HandbookCRIMINAL RECORD CHECK POLICY SUMMARY(effective 1/1/2007)As a condition of employment by the YMCA and in compliance with our Prevention of Child Abuse Policy, acriminal records check will be conducted on all employees and designated volunteer positions. Thecriminal records check will be conducted on a county-by-county search of all 100 counties in the state ofNorth Carolina. If an applicant has lived outside of the state of North Carolina, a check of that state’scounty of residence will be conducted. Each applicant will be required to sign a consent acknowledginghis/her understanding of this policy.No offer of employment will be final until the information described above has been obtained. Theconsideration of whether a conviction justifies a refusal to offer employment to any applicant will bedetermined at the sole discretion of the YMCA and will be stated in writing and filed at the AssociationOffice of the YMCA.The failure of an applicant to accurately and completely disclose his/her past record of conviction mayresult in an immediate disqualification for employment and such applicant may be ineligible to apply foremployment with the YMCA.Any employee of the YMCA who is charged with a crime (including traffic violations) is required to notifythe Human Resources Director within twenty-four (24) hours of being charged and is required to providesuch information as is requested by the Human Resources Director. The failure to notify the HumanResources Director at the Association Office of the YMCA, (336) 777-8055, will be grounds fordisciplinary action up to and including termination.45

YMCA of Northwest North Carolina Employee HandbookHARASSMENT, THREATS AND VIOLENCE POLICY(effective 1/1/2007)Scope of PolicyThe YMCA of Northwest North Carolina (YMCA) is committed to maintaining a safe, non-discriminatorywork environment where employees at all levels of the YMCA are able to devote their full attention andbest efforts to the job by eliminating offensive or threatening conduct that might interfere with maximumproductivity. There are several types of antisocial behavior that can interfere with this goal, including:(1) sexual harassment; (2) racial, religious, and other forms of harassment; and (3) violence and threats ofviolence. All these types of behavior can distract employees from their job-related duties, and it is thepolicy of the YMCA to prohibit and eliminate these types of behavior. The YMCA does not condone andwill not tolerate any form of harassment or violence of or by any employee, member, program participant,volunteer, vendor, or visitor.DefinitionsA. Sexual HarassmentThe YMCA prohibits any employee, volunteer or vendor from making sexual advances of a verbalor physical nature toward another employee or applicant for employment, member of the YMCA,or any child enrolled in a YMCA childcare program.Sexual harassment is viewed as a form ofconduct that undermines the integrity of the employment relationship, the relationship withmembers of the YMCA, and the relationship with the children we serve. All employees must beallowed to work in an environment free from unsolicited and unwelcomed sexual overtures. AllYMCA members and their children must be served in an environment that is free from unsolicitedand unwelcomed sexual overtures by the YMCA staff.Sexual harassment can include:1. Unwelcomed or unwanted sexual advances. This includes patting, pinching, brushing up against,hugging, cornering, kissing, fondling or any other similar physical contact considered unacceptableby another individual.2. Requests or demands for sexual favors. This includes subtle or blatant expectations. Pressures orrequests for any type of sexual favor accompanied by an implied or stated promise of preferentialtreatment or negative consequences concerning one’s employment, or membership in any YMCAprogram or activity.3. Verbal abuse or kidding that is sexually oriented and considered unacceptable by anotherindividual. This includes comments about an individual’s body or appearance (where such commentsgo beyond a mere compliment), off-color jokes that are clearly unwanted, or any other tasteless,sex-oriented comments, innuendoes or offensive actions.4. Any sexually oriented conduct that would reasonably interfere with another employee’s workperformance or any member’s participation in any YMCA program or activity. This includesextending unwanted sexual attention to another employee which reduces personal productivity orto a member of the YMCA which reduces the person’s satisfaction with the YMCA program oractivity.5. Participation in fostering an environment that is generally intimidating, hostile or offensive becauseof unwelcomed or unwanted sexually oriented conversation, suggestions, requests, demands,physical contacts or attention.46

YMCA of Northwest North Carolina Employee Handbook6. Any physical advances or physical conduct that is sexual in nature, sexual displays or publicationssuch as calendars, cartoons or graffiti and any sexually oriented e-mails, kidding, teasing, practicaljokes or jokes about gender-specific traits.7. Retaliation for complaints of harassment.B. Racial, Religious, National Origin, Disability, or Age HarassmentThese types of harassment can include:1. Any conduct based on race, religion, national origin, disability, or age that makes an employeeuncomfortable at work or which interferes with an employee’s ability to perform the job.2. Jokes which refer to race, religion, national origin, or disability or which portray age in a negativelight.3. E-mails which refer to race, religion, national origin, or disability or which portray age in a negativelight.4. The posting or distribution of cartoons, drawings, or any other material which adversely reflects ona person’s race, religion, national origin, disability or age.5. The use of “slurs” or other offensive language6. Practical jokes, horseplay, or teasing which tends to make fun of a person’s race, religion, nationalorigin, or disability or which reflects negatively on a person’s age.7. Retaliation for complaints of harassment.C. Violence And Threats Of ViolenceThis type of antisocial behavior can include1. Any conduct which involves the offensive touching of another employee.2. Intimidating or threatening gestures or body posture that reflects possible violence or a threat ofviolence.3. Verbal threats to or similar statements that cause an employee to fear possible harm by anotheremployee, volunteer, or YMCA member.What to Do if an Employee Experiences Harassment, Threats of Violence, or Violent BehaviorThese types of antisocial behaviors can be blatant or subtle. Despite the definitions given above, it issometimes difficult to recognize whether particular conduct falls within these types of antisocialbehaviors. Any employee, regardless of position, who feels that he/she is the victim or any of these typesof antisocial behaviors by anyone, including employees, volunteers, or members of the Y should report theconduct immediately to either the Branch Director or the Human Resources Director. Furthermore, anyemployee who observes conduct that could be a violation of this policy should report it immediately.The responsibility for the execution and administration of this policy is assigned to the Human ResourcesDirector and each Branch Director. However, the Y cannot resolve matters not brought to its attention.Employees may bring complaints or observations of antisocial behavior to their supervisor, BranchDirector, or Human Resources Director. The Human Resources office is located at the Y’s AdministrativeOffice, 301 N Main Street, Winston-Salem; the phone number is 336-777-8055. If the complaint orobservation of antisocial behavior involves someone in the employee’s direct line of command or if he/sheis uncomfortable discussing the matter with his/her direct supervisor, the employee is urged to contactthe Human Resources Director.47

YMCA of Northwest North Carolina Employee HandbookHow Reports Will Be HandledReports of antisocial behavior will be promptly investigated by appropriate and impartial staff member(s)appointed by the Human Resources Director. There shall be a sincere effort on the part of all involved tosettle the complaint promptly and as informally as possible.When a Branch Director receives a report, he/she shall immediately notify the Human Resources Director.If the report is made orally, the Branch Director shall reduce it to written form within 24 hours, shallprovide a copy to the person making the report for review and approval for accuracy, and shall forward acopy to the Human Resources Director.The investigation may consist of interviews with the person making the report, the individual accused ofmisconduct, and others having knowledge of the facts giving rise to the report as suggested by either theperson making the report or the person accused of misconduct. Once the facts have been gathered, theYMCA will try to address and eliminate any problems as it determines in its sole discretion which mayinclude one or more of the following actions:1. disciplinary action which may include suspension or probation,2. group meetings or training sessions,3. referrals to formal counseling or employee assistance program, if applicable,4. termination of employment, or5. contacting local law enforcement.Reports of antisocial behavior will be kept as confidential as possible; the requirement to conduct animpartial investigation means that complete confidentiality cannot be assured. Information will bereleased only on a “need to know” basis, and no employee will be subjected to retaliation by the YMCAbecause he or she has reported what he or she believes to be an incident of antisocial behavior.Employee’s Role and ResponsibilityFirst and foremost, each employee is responsible for his or her own conduct and should avoid the typesof behaviors addressed in this policy. Second, each employee has a responsibility to report antisocialbehavior that he or she experiences or observes. With each and every employee’s help in enforcing thispolicy, we can make our YMCA a better and more productive place to work for all employees.48

YMCA of Northwest North Carolina Employee HandbookSUBSTANCE ABUSE POLICY SUMMARY(effective 1/1/2007)The YMCA is committed to a drug-free workplace. Employees with identified substance abuse problemswill be required to seek treatment and rehabilitation. Employees suspected of possessing or distributingdrugs will be reported to the proper law enforcement authorities. Should an employee be in possessionor test positive for any illegal controlled substance or alcohol, that employee will be subject todisciplinary action, up to and including discharge.The YMCA is concerned about the detrimental effects which illegal drugs and alcohol abuse have upon thehealth and safety of its employees. We recognize that alcoholism and the illegal use of drugs lead toincreased accidents and medical claims, and often destroy an employee’s health and family life. Simplystated, employees who abuse drugs and alcohol are a danger to themselves, their fellow employees andtheir families, YMCA members and program participants.In light of these concerns, and in compliance with applicable state and federal laws and regulations, theYMCA intends to maintain a workplace free of the problems associated with the illegal use of drugs andthe abuse of alcohol. Our policy is to identify and help those employees with substance abuse problemsand to encourage them to seek help on their own. Applicants or employees identified as being substanceabusers will be referred for counseling or rehabilitation as appropriate. However, the possession, use,transfer, manufacture or sale of alcohol, illegal drugs, or legal drugs without a valid prescription on YMCAproperty or on YMCA time will result in disciplinary action, up to and including termination. The policy isintended to help provide a better and safer YMCA environment for all employees and YMCA members andprogram participants.Counseling and RehabilitationEmployees are encouraged to voluntarily request counseling or rehabilitation before their substanceabuse leads to disciplinary or other work-related problems. A request may be made by contacting theHuman Resources Director, their supervisor or by contacting the YMCA’s recommended rehabilitation andcounseling service.Testing of ApplicantsAs part of the hiring process, all applicants who have been offered employment with the YMCA will berequired to undergo a drug screening test within 48 hours of accepting the employment offer. The YMCAwill withdraw an offer of employment made to any applicant whose drug screen test reveals the presenceof illegal drugs or prescription drugs without a valid prescription.Testing of EmployeesReporting for duty or working with drugs present in the body or while affected by alcohol will be handledas a disciplinary matter or by referral for counseling or rehabilitation, as the YMCA determines.49

YMCA of Northwest North Carolina Employee HandbookDrug testing may be required under the following circumstances:• When an employee is involved in an accident or incident in which the YMCA has reasonablecause or suspicion that the employee’s act or omission contributed to the accident or incident• When the YMCA has reasonable cause and suspicion• When an employee has had a positive test and been referred for counseling orrehabilitation under this policy• When an employee requests a test (if approved by management)• When the YMCA selects employees on a random basis for a drug screening test• At such time as the YMCA may decide to require all employees to be drug tested.Alcohol testing will be required under the following circumstances:• When an employee is involved in an accident or incident• When the YMCA has reasonable cause and suspicion• When the YMCA selects employees on a random basis for an alcohol test (as it applies torandom testing for drivers of commercial motor vehicles (CMV) requiring a commercial driverslicense (CDL).• When an employee requests a test (if approved by management).No employee will be requested to submit to a drug or alcohol screening test unless specific authorizationfor such a test has been granted by the Designated YMCA Official (Director of Human Resources). TheYMCA intends to utilize the most accurate and reliable testing method available. Failure or refusal by anemployee to cooperate with the program or to submit to such a test when requested will be grounds fortermination of employment. Terminated employees who failed or refused to cooperate with the programor submit to such a test when requested will be eligible to apply for employment with this YMCA nosooner than 6 months from termination date.In the event a part-time employee has a positive drug/alcohol test result, employment will be terminatedimmediately. A full-time employee who has a positive drug/alcohol test result will be required to undergotreatment. A second instance of a positive drug/alcohol test result will result in immediate termination.ConfidentialityAll information concerning medical examinations, drug or alcohol testing results or rehabilitation andtreatment of an individual employee will be treated as confidential information.Official Substance Abuse PolicyThis is only a summary of the YMCA’s official Substance Abuse Policy. The official copy is available to allemployees for their review at the Administrative Office of the YMCA and should be consulted with respectto any specific questions. Neither this Summary nor the official Policy is intended to affect the YMCA’sright to manage its workplace, discipline its employees, guarantee employment, or guarantee terms orconditions of employment. No contract for employment, either expressed or implied, is created.50

YMCA of Northwest North Carolina Employee HandbookVOICE AND DATA COMMUNICATIONS CODE OF CONDUCT(effective 1/1/2007)For the benefit of the organization, the YMCA of Northwest North Carolina (hereinafter “YMCA”) hasprovided access to various forms of telecommunication resources to its staff members.Telecommunication resources allow employees to connect to information and resources around the world.YMCA telecommunication resources include but are not limited to telephone, Internet, electronic mail (email),voicemail, and facsimile (fax) machines. Every staff member has a responsibility to maintain andenhance the YMCA’s public image, and to use the available telecommunication resources in a productivemanner. To ensure that all employees are responsible, productive telecommunication users and areprotecting the YMCA’s public image, the following guidelines have been established. The YMCA intends tohonor the guidelines set forth below, but the YMCA must reserve the right to change these guidelines atany time as may be required under the circumstances.Acceptable Uses of Telecommunication ResourcesEmployees using YMCA telecommunication resources are representing the YMCA. Employees areresponsible for ensuring telecommunication resources are used in an effective, ethical, and lawful manner.Internet Relay Chat channels may be used to conduct official YMCA business or to gain technical oranalytical advice. Databases may be accessed for information as needed. E-mail systems and faxmachines may be used for business contacts.Unacceptable Use of Telecommunication ResourcesYMCA telecommunication resources should not be used for personal gain or advancement of individualopinions. Excessive use of telecommunication resources for solicitation of non-YMCA business or forpersonal gain is prohibited. Use of the Internet and/or e-mail system must not disrupt the operation ofthe YMCA network or the network of other users. Use of any telecommunication resources must notinterfere with employee’s productivity or productivity of others.CommunicationsEach employee is responsible for the content of all text, audio, or images that they place, send, or viewvia YMCA telecommunication resources. Fraudulent, harassing or obscene messages and/or images areexpressly prohibited. All messages communicated on the e-mail system, voicemail system, or fax shouldhave the employee’s name attached. No messages will be transmitted or received under an assumedname. Users may not attempt to obscure the origin of any message. Information published on YMCAtelecommunication resources should not violate or infringe upon the rights of others. No abusive,profane, or offensive language is to be transmitted or received through the YMCA telecommunicationresources. Employees who wish to express personal opinions are encouraged to obtain their own non-YMCA telecommunication resources.SoftwareTo prevent computer viruses from being transmitted through the system there will be no unauthorizeddownloading of any software. All software downloads must have prior approval from the MISDepartment.51

YMCA of Northwest North Carolina Employee HandbookCopyright IssuesCopyrighted materials belonging to entities other than this YMCA may not be transmitted by staffmembers on the Internet, e-mail system, or fax machine. One copy of copyrighted material may bedownloaded from the Internet (after first obtaining approval from the MIS Director) for your personal usein research. Users are not permitted to copy, transfer, rename, add, or delete information or programsbelonging to other users unless given express permission to do so by the owner. Failure to observecopyright or license agreements may result in disciplinary action from the YMCA or legal action by thecopyright owner.SecurityAll messages composed, sent, or retrieved over the e-mail system, voicemail system, or fax machine areand remain the property of the YMCA and should be considered public information. Messages composed,sent, or retrieved over the e-mail system, voicemail system, or fax machine are not the private propertyof any employee. The YMCA reserves and intends to exercise the right to review, read, inspect, audit,intercept, access and disclose to the President/CEO or his designee all messages and files created,received or sent over the YMCA’s telecommunication resources as deemed necessary and appropriate. E-mail, voicemail and fax messages are public communication and are not private. All communicationsincluding text, audio, and images can be disclosed to law enforcement or other third parties without priorconsent of the sender or the receiver.The use of passwords for security does not guarantee confidentiality. The confidentiality of e-mail,voicemail and fax messages should not be assumed. Even when an e-mail message is deleted, it is stillpossible to retrieve and read many e-mail messages. Notwithstanding the YMCA’s right to review any e-mail, voicemail, and fax messages, such messages should be treated as confidential by other employeesand accessed only by the intended recipient. Employees are not authorized to review any e-mail,voicemail, or fax messages that are not sent to them. Any exception must receive prior approval by theHuman Resources Director and/or MIS Director.Password protected document files and encrypted files are strictly prohibited unless use of such is preapprovedby the supervisor. Employees shall not use a code, access a file, or retrieve any storedinformation, unless authorized to do so. Employees should not attempt to gain access to anotheremployee’s message without the employee’s permission. All computer and voicemail passwords must beprovided to supervisors. No password may be used that is unknown to the YMCA. No e-mail account willbe used unless approved by the MIS Department.HarassmentHarassment of any kind is prohibited. No messages with derogatory or inflammatory remarks about anindividual or group’s race, religion, national origin, physical attributes, or sexual preference will betransmitted. YMCA telecommunication resources are not to be used to access, create, nor send anyoffensive material including but not limited to materials containing sexual implications, racial slurs, sexualorientation, religious or political beliefs, national origin or disability.52

YMCA of Northwest North Carolina Employee HandbookViolationsViolations of any guidelines contained above may result in disciplinary action up to and includingtermination. If necessary the YMCA will advise appropriate legal officials of any illegal violations. Anyemployee who discovers a violation of this code of conduct is required to notify the MIS Director, failureto do so may result in disciplinary action up to and including termination of employment.SummaryThe YMCA’s telecommunication resources are to be used primarily for conducting YMCA business. TheYMCA reserves and will exercise the right to review, audit, intercept, access and disclose all matters onthe YMCA’s telecommunication resources at any time, with or without employee notice, and that suchaccess may occur during or after working hours. Violations of this policy may subject an employee todisciplinary action, up to and including termination of employment.53

YMCA of Northwest North Carolina Employee HandbookMANAGED CARE PROGRAM(effective 1/1/2007)At the YMCA, we believe in creating a quality work environment that is safe, caring and injury free. All ofus share concern, awareness and responsibility to make the Association a safe place to work. Listedbelow are the responsibilities of the employee and the Association if an employee has a work-relatedaccident or injury while on duty at the YMCA.EMPLOYEE RESPONSIBILITIES:1. Report the accident or injury IMMEDIATELY to your manager or supervisor. (If you are unable todo this, then a co-worker should do so for you.)2. If it is determined that you need medical attention (more than first aid), management will arrangefor you to receive medical attention at our YMCA medical provider. Failure on your part to acceptand/or receive medical treatment from the designated medical provider could void any claim youmay have for medical expenses and/or compensation arising from an “on-the-job” injury.3. You are required to keep all scheduled appointments related to the care of your injury. Ourinsurance company does not pay charges incurred because of missed appointments so you will bepersonally liable for these payments. We have the right to suspend you from work, unpaid, untilyou return to the designated medical provider.4. You are required to follow any and all restrictions placed on you by the medical provider(examples: the wearing of splints, bandages, braces, the use of crutches, the taking of prescribedmedications, any type of restriction at the work site such as sitting, elevated leg, alternatestanding, sitting, walking, etc.) The list of restrictions is not limited to those named above.Failure on your part to follow any restriction will result in your being suspended from work,without pay, until you are willing to follow the restriction(s).5. You are required to provide management with any original medical documents related to yourtreatment, appointments, billing, restrictions, etc. as soon as reasonably possible, but certainlybefore your next regularly scheduled day to work.SPECIAL NOTE: The only exception to receiving medical treatment from a provider other than our YMCAmedical provider is a life-threatening situation that occurs while on duty or subsequent to an “on-thejob”injury that becomes life threatening after your workday has ended. Life threatening can be defined asa case whereby permanent disability or death could result if a condition is not treated immediately. Someexamples of emergency situations are unconsciousness, severe bleeding or serious breathing difficulties.Seek medical attention immediately if your condition appears to be life threatening!MANAGEMENT RESPONSIBILITIES:1. A manager must see that the injured employee receives immediate first aid or medical attention, ifneeded.2. A manager must investigate the accident as soon as reasonably possible and complete theAccident/Incident Report Form and secure statements from any witnesses to the incident. Thesecompleted reports must be forwarded to the Human Resources department at the Association54

YMCA of Northwest North Carolina Employee HandbookOffice by the next business day. NEVER ALLOW THE INJURED EMPLOYEE TO COMPLETE THEREPORT.3. When sending an injured employee to our medical provider, we must be able to tell them the dateand time of the injury, the nature of the injury and provide transport to the facility, if necessary.We will always follow-up with the medical provider and employee.4. When sending an injured employee to a hospital, we need to notify our medical provider and askthem to follow up with the hospital so we can receive important information regarding theemployee’s tatus. Special Note: Never allow another employee to take an injured employee to thehospital.5. If the injury to an employee appears to be serious or life threatening, call 9-1-1 IMMEDIATELY.6. A manager must see to it that employees keep all appointments that are scheduled during anemployee’s regular working hours.7. A manager must adhere to any and all restrictions placed on an injured employee by the medicalprovider. Employees who are not following their restrictions should be sent home at once withoutpay. If an injured employee is restricted to a light-duty assignment, a manager must see that theemployee works in that assignment until further notice from the medical provider. Some examplesof our light-duty assignments are working the front desk, filing, answering the telephone, specialprojects, etc. A ight-duty assignment must meet all of the restrictions placed on an individual bythe medical provider. The Human Resources Director will consult with the manager and themedical provider when assigning light-duty tasks.GENERAL INFORMATION:If after an accident investigation, the employee’s injury is found to be a result of an unsafe action orunsafe condition attributable directly to the employee, the employee will be counseled about the unsafeact or condition and any further incidents of unsafe acts or conditions will initiate the discipline processthat could include termination. An employee will be paid for any remaining portion of the regular workday he/she will miss as a result of the accident. An employee may choose to use his/her own availablepaid sick days (if applicable) for absences due to an on-the-job injury.55

YMCA of Northwest North Carolina Employee HandbookPERSONAL APPEARANCE POLICY(effective 1/1/2007)The community’s image of the Y is a result of the hard work and dedication of staff members. An integralpart of any organization’s image is the impression made by staff members at work. This includes attitude,work ethic, and how an employee is dressed. In order to ensure a good impression, the Y has establisheda dress code for each department. Each employee is expected to dress within the established dress codefor their department while on duty. Visible body piercing, with the exception of ears, is prohibited whileon duty. The following guidelines are MINIMUM STANDARDS and failure to comply with the Y’sdress code will result in the progressive discipline process being invoked.Aquatics StaffAquatics staff members will dress in appropriate bathing suits. Appropriate bathing suits for males aretrunks that are not shorter than mid-thigh. Appropriate bathing suits for females are one-piece suits. Dueto safety concerns, no loose jewelry such as necklaces, brace, hoop earrings, etc. is permitted. While onduty the YMCA provided lifeguard shirt or hat must be worn. Racing bikinis are permitted at the outdoorpools. Upon completion of shift, aquatics staff members may wear casual attire. Appropriate casualattire for employees is a Y staff shirt or other appropriate shirt, shorts or pants. Due to safety concerns,dangling earrings or necklaces should not be worn. No cut-offs are allowed. Shorts cannot be shorterthan mid-thigh.Child Care/Camp/Nursery StaffChild care/camp/nursery staff will dress in appropriate casual attire. Appropriate casual attire for maleemployees is a YMCA staff shirt, and pants or shorts. Appropriate casual attire for female employees is aYMCA staff shirt and pants or shorts. Non-marking shoes are required. Jeans are permissible. Shortscannot be shorter than mid-thigh. Shorts cannot be cut-offs. Any clothing that inhibits the ability of achild care/camp/nursery staff member from actively participating and interacting with the children isprohibited. While swimming, mid-thigh length trunks are required for males and one piece suits arerequired for females. Due to safety concerns, dangling earrings or necklaces should not be worn.Welcome Center Staff and Office/Administrative StaffWelcome Center staff will dress in appropriate business casual attire. Appropriate business casual attirefor male employees is a collared Y staff shirt, slacks or dress shorts. Appropriate business casual attirefor female employees is a Y collared shirt, slacks, dress shorts, or skirts. T-shirts, jeans, or cut-offs arenot allowed. Dress shorts, skirts and dresses cannot be shorter than mid-thigh. Office/ Administrativestaff will dress in appropriate business attire. Appropriate business attire for male employees is shirt andslacks. Appropriate business attire for female employees is a dress, skirt, or slacks. T-shirts, shorts,jeans, or cut-offs are not allowed. Skirts and dresses cannot be shorter than mid-thigh. Slacks aredefined as docker-style or more formal. Ties may be required. Y collared staff shirts may be provided.Fitness and Wellness StaffFitness and Wellness staff members will dress in appropriate casual attire. Appropriate casual attire formale employees is YMCA staff shirt, shorts or windsuit. Appropriate casual attire for female employees isYMCA staff shirt, shorts or windsuit. Shorts cannot be shorter than mid-thigh. No jeans or cut-offs are56

YMCA of Northwest North Carolina Employee Handbookallowed. Aerobics instructors may wear “workout” attire while teaching a class. Upon completion of theclass, aerobics instructors should wear casual attire for Health Enhancement Staff as defined above.Housekeeping StaffHousekeeping staff members will dress in appropriate casual attire. Appropriate casual attire for males isYMCA staff shirt and pants or shorts. Appropriate casual attire for females is YMCA staff shirt and pantsor shorts. Jeans are permissible. Shorts cannot be shorter than mid-thigh. Shorts cannot be cutoffs.Shirts cannot display profane language, alcohol, cigarettes, drugs, or any other inappropriate wordingsincluding but not limited to sexual, racial, or ethnic innuendoes.Maintenance StaffMaintenance staff members will dress in appropriate casual attire. Appropriate casual attire is Y staffshirt or appropriate T-shirt and pants or shorts. Jeans are permissible. Shorts cannot be shorter thanmid-thigh. Shorts cannot be cutoffs. Shirts cannot display profane language, alcohol, cigarettes, drugs,or any other inappropriate wordings including but not limited to sexual, racial, or ethnic innuendoes.Leadership StaffLeadership staff members will dress in appropriate business attire. Appropriate business attire for maleemployees is shirt, and slacks. Male employees are expected to wear ties to meetings involving laycommittee members. Appropriate business attire for female employees is a dress or appropriate shirt andskirt or slacks. No T-shirts, shorts, jeans, or cut-offs are allowed. Skirts and dresses cannot be shorterthan mid-thigh. Slacks are defined as docker style slacks or more formal.When programmatically necessary, professional staff may dress in accordance with the defined staffdress code for their department, i.e. shorts are allowed at Camp; bathing suits are allowed when aquaticsstaff are teaching or guarding; shorts, windsuits, “workout” attire are allowed when wellness staff areworking in the fitness area or teaching an aerobics class, etc.Sports StaffSports staff will dress in appropriate casual attire. Appropriate casual attire for male employees is a shirtand pants or shorts. Appropriate casual attire for female employee is a shirt and pants or shorts.Shorts cannot be shorter than mid-thigh. Shorts cannot be cut-offs. Jeans are permissible. Shirts cannotdisplay profane language, alcohol, cigarettes, drugs, or any other inappropriate wordings including butnot limited to sexual, racial, or ethnic innuendoes.All StaffThe following general guidelines apply to all employees:1. Visible body piercings, with exception of ears, is expressly prohibited while on duty.2. Any clothing that inhibits the ability of a staff member from actively performing their duties is prohibited.3. Clothing cannot display profane language, alcohol, cigarettes, drugs, or any other inappropriate wordingsincluding but not limited to sexual, racial, or ethnic innuendoes.4. Staff name tags are required to be worn at all times while working and should be easily visible.5. Sun glasses are not permitted unless an employee is working outdoors.6. Beards and moustaches should be kept neatly trimmed.7. Some branches have an approved “Dress-down Friday” where more casual dress and jeans are allowed.8. YMCA hats may be permissible for some positions; check with your supervisor.57

YMCA of Northwest North Carolina Employee HandbookACKNOWLEDGEMENT OF RECEIPT OF EMPLOYEE HANDBOOKI have received my copy of the employee handbook. I agree to read and keep my handbook for futurereference and observe present and future company personnel policies and rules outlined in this handbook.This handbook is designed to provide me with a general overview of company guidelines and anexplanation of what is normally required from me as an employee of the Young Men’s ChristianAssociation of Northwest North Carolina (hereafter referred to as “YMCA”).The policies and procedures contained in this handbook are not conditions of employment, a contract ofemployment, or a guarantee of benefits provided in the handbook. I understand that the YMCA mayrevise the policies, procedures, or benefits in the handbook, in whole or in part, at any time, with orwithout notice, and that other work rules may be posted on employee bulletin boards as they pertain toparticular departmental operations.In consideration of my employment, I agree to conform to the rules and regulations of the YMCA.Nothing contained in this “Handbook” shall be construed to constitute a contract ofemployment; and the YMCA reserves the right to modify the handbook at any time. Employeesare “at will” employees, meaning their employment can be terminated at will by either the YMCAor the employee at any time for any reason.PRINT NAME:EMPLOYEE’S SIGNATURE:___________Social Security Number:DATE:A copy of this acknowledgment must be signed, dated and forwarded to the YMCA Payroll Department inthe “new hire” paperwork.58

Employee Handbook Amendment 1.1.08The effective date of the following amendment is January 1, 20081. Delete Personal Appearance Policy (p. 55 in XII. Policy Appendix)2. Replace Section IV. Employment Policies, Procedures, and Expectationswith the following:IV. EMPLOYMENT POLICIES, PROCEDURES AND EXPECTATIONS(effective 1/1/2008)Private EmploymentThe YMCA does not endorse or recommend its present or former staff or volunteers for private hire in any capacity.This includes, but is not limited to, in-home care of any type, such as babysitting, before- or after-school care, sickcare, or elder care.Such activities are outside of the scope of an employee or volunteer’s duties with the YMCA. Employees andvolunteers shall not engage in any conduct relating to private employment during work hours. The YMCA cannot beresponsible for any harm that may occur while a YMCA staff member is privately employed.The YMCA does not assume any responsibility for off-duty private employment including, but not limited to, legalliability that may occur. Under such circumstances, the YMCA is not the individual’s employer and does not provideworkers’ compensation or other coverage for such non-YMCA employment or activity. Any private employment ofYMCA staff is separate and independent from the YMCA and is the sole responsibility of the hiring party and theYMCA staff member.Child Abuse PreventionA principal endeavor of the YMCA is to provide a healthy atmosphere for the growth and development of children.Any suspected or reported child abuse will be treated in accordance with applicable laws and approved policies. TheYMCA’s complete Prevention of Child Abuse Policy is located in the Policy Appendix of this employee handbook andmust be thoroughly reviewed by all employees.Credit CardsUse of YMCA credit cards for personal expenditures is expressly prohibited, even when the employee plans toreimburse the YMCA.Dress CodeAn integral part of any organization’s image is the impression people have when they see staff members at work.This impression includes attitude, work ethic, and how employees are dressed. In order to ensure a good impressionand clearly identify employees as YMCA staff, The YMCA of Northwest North Carolina has established the followingdress code. Interpretation and enforcement of the dress code is the responsibility of the branch Executive Directorand branch leadership staff. This includes counseling employees whose appearance is inappropriate. If theappearance is unduly distracting or the clothing is unsafe, the employee may be sent home to correct the problem.Repeated disregard for this dress code may result in disciplinary action up to and including termination.Reasonable accommodation will be made for employees’ religious beliefs and disabilities whenever possible,consistent with the business necessity to present a professional appearance to the public.The standard staff uniform is a YMCA staff shirt, paired with dark-colored or Khaki pants, shorts or skirts. TheYMCA staff shirt should be tucked in, unless it is specifically designed to be worn on the outside. Shorts and skirtsshould be no shorter than fingertip length. Windsuits or track pants may be worn with a staff shirt provided theyare neat and clean.

There may be exceptions depending on department and/or job function. Aquatics staff will wear appropriate swimsuits when life guarding or teaching. Group exercise instructors will wear “workout” attire while teaching a class.Child care, nursery, and housekeeping staff may wear jeans.Regardless of job function, all staff should dress in the staff uniform, or wear business or business casual attire,when attending YMCA trainings, meetings where staff from other branches are present, and meetings withvolunteers and community leaders.The following general guidelines apply to all employees:9. Clothing and footwear should be neat, clean, and appropriate for the position’s functions.10. Employees are expected to avoid extremes in clothing, jewelry, makeup or hairstyles.11. Any clothing, jewelry, or hairstyle that inhibits the ability of a staff member to actively or safely performtheir duties is prohibited. For example, loose or dangling jewelry such as necklaces or earrings should notbe worn by staff engaged in duties where the jewelry presents a safety concern (ex. lifeguards, child carecounselors).12. Employees must wear closed-toed shoes when necessary for safety reasons. For example, employeesworking in maintenance, housekeeping, sports, and wellness (with the exception of Pilates and yogainstructors) should always wear closed-toed shoes.13. Visible body piercings, with exception of ears, is expressly prohibited while on duty.14. Clothing cannot display profane language, alcohol, cigarettes, drugs, or any other inappropriate wordings orpictures including but not limited to sexual, racial, or ethnic innuendoes.15. Visible tattoos cannot display profane language, alcohol, cigarettes, drugs, or any other inappropriatewordings or pictures including but not limited to sexual, racial, or ethnic innuendoes.16. Staff name tags are required to be worn at all times while at work and should be easily visible.17. Sun glasses are not permitted unless an employee is working outdoors.18. Hairstyles should be neatly groomed. Beards and moustaches should be kept neatly trimmed.19. YMCA hats or visors may be permissible for some positions when the employee is working outdoors; checkwith your supervisor. The brim of the visor or hat should be worn facing forward.20. Clothing should be worn and fit in such a manner that it does not excessively expose the abdomen or chest.Excessively baggy pants, or exposed underwear is not appropriate attire.21. Some branches have an approved “Dress-down Friday” where more casual dress and jeans are allowed.You must remember that when you are wearing a staff shirt, you are representing the YMCA. While wearing yourstaff shirt, it is not appropriate to attend an event or engage in behavior that would be considered inappropriate forsomeone “on duty,” or would not be in keeping with YMCA values. Furthermore, when you are in a branch andwearing a staff shirt, it is assumed that you are on duty and available to serve members and guests. Staff shirtsshould not be worn while working out or otherwise “off the clock.”Driving for the YMCAEmployees and volunteers, who operate vehicles owned or leased by the YMCA as part of their employment orvolunteer responsibilities with the YMCA, are subject to a motor vehicle record (MVR) check and are required tomeet the criteria outlined in the Guidelines for Drivers of YMCA Vehicles prior to driving for the YMCA. In order todrive a YMCA vehicle, an employee or volunteer must be at least 18 years of age and maintain a safe driving record.If an unsafe driving record report is received, driving privileges will be denied. If an employee cannot be placed in anon-driving position, termination of employment may be necessary. Motor vehicle reports will be run annually.Employment of RelativesThe employment of close relatives or domestic partners in a reporting relationship has the potential to create realor perceived conflicts of interest and problems with decision-making. The perception of favoritism or partiality,which such employment can create, may undermine morale. The following restrictions have been established to helpprevent these issues from occurring.It is the policy of this YMCA to allow closes relatives and domestic partners, such as but not limited to spouse,children, or parents, to be employed by the YMCA. However, close relatives and domestic partners generally will notbe hired or transferred under the following conditions:

• When one close relative or domestic partner would supervise or evaluate the other.• When one close relative or domestic partner would supervise or evaluate the immediate supervisor of theother.If a relationship occurs that results in two employees of the YMCA becoming close relatives or domestic partnerswhen they are in a position reflecting the above conditions, the employees must notify the branch ExecutiveDirector. The branch Executive Director and the Human Resources Director will attempt to derive an alternativeemployment arrangement within the YMCA. If such an arrangement cannot be achieved, the matter will be decidedby the President/CEO or designee.FraudThe YMCA’s comprehensive Fraud Policy and Procedure is located in the Administrative Manual. This policy providesspecific instruction regarding action to be taken in the case of suspected improprieties such as any dishonest orfraudulent act; forgery or alteration of checks, drafts, promissory notes, and securities, or any other negotiableinstrument; any misappropriation of funds, securities, supplies or any other asset; any irregularity in the handling orreporting of financial transactions; disappearance of furniture, fixtures, equipment, or supplies; or excessive use ofYMCA resources for personal gain.Harassment, Abusive Language or BehaviorOur employees have the right to expect to work in a workplace that is free from any type of intimidating, hostile oroffensive behaviors. The use of profanity, abusive or offensive language, fighting, deliberately causing injury toanother, disorderly conduct, malicious disturbance, intimidation, unwelcomed sexual advances, a request for sexualfavors in return for employment gains or any other type of harassment will not be tolerated. Employees shouldreport any inappropriate behaviors without fear of reprisal to a supervisor, branch Executive Director or the HumanResources Director. A thorough investigation of all charges or rumors of abusive language or behavior will beconducted promptly and confidentially. Disciplinary action, up to and including termination, will be taken againstany employee engaging in any of the above behaviors. The YMCA’s complete Harassment Policy is located in thePolicy Appendix of this handbook and is also located in the Administrative Manual at each branch and must bereviewed by all employees.Inclement WeatherNormally, our facilities will be open regardless of local weather conditions and employees are expected to makeevery effort to come to work as scheduled during inclement weather. Nonetheless, we are concerned about thesafety of our employees and provide the following guidelines:Full-time Non-exempt Employees:• Will be paid for any time worked during inclement weather.• Will be allowed to use paid time off (vacation/holiday time) to compensate for any missed time due toinclement weather.• Will be allowed to take time off without pay upon notifying supervisor.Exempt Employees:• Will be allowed to use paid time off (vacation/holiday time) to compensate for any half days missed dueto inclement weather.• Will be allowed to “make up” half or full days missed. “Make up” days must be worked within the sameworkweek as the half or full day that was missed.Meal Expenses/AccommodationsEmployees of the YMCA, when out of town on YMCA business or attending a conference, convention or meeting, willbe reimbursed for meal expenses at a rate not to exceed the designated per day allowance. Proper documentationmust be provided.When multiple staff attend a conference, convention or meeting, roommates may be assigned. If the employeechooses not to share a room, the employee may be required to personally pay the difference in accommodation

expenses as a result of choosing not to share a room. Determinations of this nature will be decided by thePresident/CEO or designee.MileageEmployees of the YMCA, when using their personal vehicle on authorized YMCA business, will be reimbursed at thedeclared YMCA mileage rate in effect on the date of travel. The YMCA mileage rate is maintained and updatedperiodically by the Accounting Department based on published IRS guidelines for reimbursement.Personal PurchasesEmployees, volunteers, members and program participants may not make personal purchases through the YMCA.RelocationWhen the relocation of a full-time employee is required, the YMCA may offer financial assistance towards thatemployee’s expenses related to moving. Terms for a relocation offer must have prior approval of the President/CEOor Chairman of the Metropolitan Board of Directors or designee and be specified in the offer of employment letter.Safety/SecurityThe YMCA makes a continued effort to provide a safe, secure workplace for its employees. All employees areexpected to comply with all safety, health and security regulations that are communicated or displayed by YMCAmanagement.Tobacco Free EnvironmentThe YMCA is a community leader in promoting healthy lifestyles for children and families. The YMCA acknowledgesthat staff and members must serve as positive role models for children and recognizes it has an obligation topromote a healthy environment, free from tobacco use. As approved by the Metropolitan Board of the YMCA ofNorthwest North Carolina, all YMCA property will become 100% tobacco free as of July 1, 2008.Effective July 1, 2008, employees and contractors may not use tobacco products on any YMCA property, or whileactively engaged in YMCA-sponsored events held away from YMCA property.• YMCA property includes buildings and property owned or leased by the YMCA of Northwest North Carolina,YMCA-owned or leased vehicles, and private vehicles on YMCA property. For any property the YMCA doesnot lease entirely, the restriction applies to the property associated with the YMCA’s lease.• Examples of YMCA-sponsored events held away from YMCA property include school-based before and afterschool child care programs, youth sports events held at schools, field trips, overnight trips, and recognitionevents.• Tobacco products include, but are not limited to, cigarettes, cigars, pipes, chewing tobacco, and smokelesstobacco.Employees who choose to use tobacco products during the work day must leave YMCA property, or YMCAsponsoredevent, to do so. YMCA property includes not only the YMCA building, but also fields, grounds, andparking lots. Leaving the premises or YMCA-sponsored event to use tobacco products is treated in the samemanner as leaving the worksite for any other reason. All employees should have their supervisor’s approval to leavethe premises, and they should minimize the time away from the worksite. In addition, non-exempt employees arerequired to clock out upon leaving the premises and clock back in upon their return.Employees may not use tobacco products in view of members and participants, and are discouraged from usingtobacco products on properties adjacent to YMCA properties, such as sidewalks, right-of-ways, and privatelyownedproperty.In addition to personally adhering to the tobacco use restrictions of this policy, employees are expected tocourteously and respectfully inform members, volunteers, program participants, and guests of the policy andrequest their compliance.Any employee who fails to comply with the policy will be subject to the progressive discipline policy of the YMCA ofNorthwest North Carolina, up to and including termination.

To encourage all staff to refrain from tobacco use, smoking cessation classes are offered for interested employeesand members, and smoking cessation benefits have been added to the employee group health plan.Staff Name TagsA staff name tag is provided at no charge to employees. Lost name tags are to be reported immediately to yoursupervisor and replaced within 3 to 5 business days. A fee may be charged for replacement. Name tags are requiredto be worn at all times while working and should be easily visible. Upon termination, staff name tags should beturned into your supervisor.Voice and Data Communications UsageY telephones, e-mail systems, and internet access are to be used for business purposes in serving our members,program participants, and staff. Limited personal use should be for emergencies and essential personal business.The frequency or duration or personal telephone calls, e-mails, and internet usage must not interfere with theperformance of an employee’s job duties or the function of Y operations. Employees are expected to reimburse theY for personal long distance charges. Employees should not expect that voicemail, e-mail or internet use is private.An employee’s use of Y phones, voice mail, internet, and e-mail systems grant permission for possible managementreview. Employees are strictly prohibited from blogging using a Y computer.Proper use of all forms of voice and data communications (telephone, fax machine, voicemail, e-mail, internet, andPCs) is a job requirement for all employees. YMCA voice and data communications systems are not to be used inways that are unlawful, disruptive, or offensive to others, or in ways that could be harmful to workplace morale orthe reputation of the YMCA. The YMCA’s comprehensive Voice and Data Communications Policy is located in thePolicy Appendix of this employee handbook and must be thoroughly reviewed by all employees.Mobile Phone SafetyWhere a conflict exists between safety and the in-vehicle use of technology such as a cell phone, safety mustalways be the top priority. When using your personal cellular phone or the YMCA mobile phone while driving onYMCA business, we strongly recommend the following:• Pull off of the road/highway during a telephone call.• Use phone safety features such as automatic dialing.• Keep calls brief.• Avoid making or receiving calls in heavy traffic, inclement weather, merging traffic or heavy pedestriantraffic.• Avoid making notes or looking up numbers.• Position the phone within easy reach; not searching for a dropped phone.• Never engage in intense phone conversations; pull off the road to handle urgent matters.Motor vehicle incidents, attributed to “distraction by telephone use” while in a YMCA vehicle or while on YMCAbusiness in a personal vehicle, may result in disciplinary action, up to and including termination.Voluntary ContributionsThe YMCA is a not-for-profit, community agency. To continue to offer programs to the community, the YMCA isdependent on charitable contributions from the United Way, other foundations, and members of the community. Allemployees are encouraged to support the YMCA’s philanthropic interests, such as the annual YMCA Partner withYouth campaign, and the annual United Way campaign; however, it is not a requirement.WeaponsThe possession of firearms or any other dangerous weapons, whether they be concealed or openly displayed, isexpressly prohibited on any YMCA property. The President/CEO or designee must approve any exceptions regardingfirearm possession. Firearms used for YMCA programs must be properly stored and locked in an approved location.The branch Executive Director will determine the approved location for the branch.Work-related Accidents/InjuriesAt the Y, we believe in creating a quality work environment that is safe, caring and injury free. All of us share theconcern, awareness and responsibility to make our Y a safe place to work.

Employees who are injured on the job must report the accident or injury immediately to their supervisor. If medicalattention is needed, we will arrange for you to receive treatment at a medical facility designated by the YMCA. Alife-threatening situation will be the only exception to the above procedure. You may contact your supervisor forfurther information on our Managed Care Program for work-related incidents. A comprehensive policy on eachsummary policy listed in this handbook is available for review in the Human Resources Office at the AssociationOffice or in the Administrative Manual.

YMCA of Northwest North Carolina Employee HandbookEmployee Handbook Amendment 1.1.09The effective date of the following amendment is January 1, 2009CODE OF ETHICS(effective 1/1/2009)3. Replace Conflict of Interest Policy (pp. 37-40 in XII. Policy Appendix)withthe following:MissionHelping people reach their God-given potential in spirit, mind, and body.Core ValuesCaring Honesty Respect Responsibility FaithF. Statement of PurposeThe YMCA of Northwest North Carolina (“YMCA of NWNC” or “YMCA”) is committed to thehighest ethical standards and requires all those representing the YMCA in any capacity to committo acting in the best interest of the YMCA and its Mission.Our Mission and Core Values demand that board members and staff of the YMCA of NorthwestNorth Carolina, as stewards of our mission, uphold the public trust and act in an ethical mannerin all that we do in the name of the Y. In addition to our Core Values, these ethical valuesinclude integrity, openness, accountability and fairness. Our values are the basis of our Code ofEthics (“Code”) and commitment to act in a manner befitting the Y and its Mission. As a not-forprofitorganization, we rely on the public for funding and volunteer support, which is critical ourMission’s success. The public trusts us to carry out our stated Mission and act in the Y’s bestinterests. If we abuse this trust, our ability to achieve our Mission is severely compromised.Therefore, we operate in a manner that is above reproach in all aspects including governance,fiscal management, fundraising, operations, legal compliance and human resources management.The YMCA is committed to:• Acting responsibly, ethically and with integrity;• Following not just the letter of the law, but the spirit of the law as well;• Promoting financial accountability, transparency, and best governance practices;• Abiding by the by-laws and policies of the YMCA;• Respecting the wide diversity of people who support our mission through theirtime, talent and resources as well as those who are the beneficiaries of our mission;• Treating people with dignity, caring and respect;• Being responsible stewards of the YMCA, its mission, reputation and resources;• Being open and honest in all of our dealings with internal and external parties;65

YMCA of Northwest North Carolina Employee Handbook• Promptly identifying and properly resolving ethical issues;• Reporting violations, or suspected violations, of the Code to appropriate YMCAsenior management and/or board leadership.All who serve in a position of authority over the YMCA will:• Act in the best interest of the YMCA;• Disclose any actual or perceived conflict of interest in accordance with the YMCA’sConflict of Interest Policies.G. ApplicabilityThis Code applies to all board members and staff, as defined below, and it is our expectation thatinterns, consultants, independent contractors, and others working with the YMCA will also adhereto the tenets of this Code. In the case of staff, this Code supplements the Code of Ethics in theEmployee Handbook. Violations of this Code by staff may result in disciplinary action, up to andincluding termination of employment. In the case of board members, violations of this code mayresult in termination of volunteer service to the YMCA. In addition, depending on thecircumstances, violations of this Code may result in civil or criminal liability and penalties to theindividual involved. For purposes of this Code of Ethics, Executive Management of the YMCAincludes Vice Presidents and above.Members of the YMCA Board of Trustees (“trustees”) play an important role in providinghistorical perspective and community support for the YMCA. It is our expectation that they willabide by the tenets of this Code; however, because of their limited role in organizationaldecision-making they will not be required to sign the Code on an annual basis.H. Definitions5. A staff member is a full-time or part-time employee who receives all or part of his orher income from the payroll of the YMCA. Part-time employees include those classifiedas seasonal, on-call, and temporary. The definition of a staff member also includes theindividual’s immediate family, which includes a person’s spouse, parents, siblings,children, life partner and, if applicable, anyone living within the person’s household as afamily member.6. A director is a member of either the Association Board of Directors or a Branch Boardof Management. The term does not include a member of any ad hoc committee that issupportive of the YMCA’s work but has no legal role in organizational governance. Thedefinition of a director also includes the individual’s immediate family, which includes aperson’s spouse, parents, siblings, children, life partner and, if applicable, anyone livingwithin the person’s household as a family member.I. General Standards of Conduct and Expectations66

YMCA of Northwest North Carolina Employee Handbook1. Directors and staff members are expected to commit themselves to ethical andprofessional conduct. This expectation includes the proper use of authority andappropriate decorum.2. All directors and staff members are expected to act in compliance with laws,regulations and policies that govern the YMCA’s business practices and operations whenconducting business on behalf of the organization.3. All directors and staff engaged in fundraising activities will conduct such activities inaccordance with all applicable laws and the highest moral and ethical standards.Individuals engaged in fundraising will at all times represent the YMCA responsiblythrough their behavior and attitudes and will be honest and forthright with donorsregarding the use of their gifts.4. The YMCA is committed to the achievement of its Mission through the higheststandards of responsibility and ethics, never through unethical or illegal practices. EachYMCA representative shall respect the rights of and deal fairly with YMCA members,donors, volunteers, suppliers and employees. No YMCA representative shall take unfairadvantage of anyone through manipulation, concealment, misuse of privileged orproprietary information, misrepresentation of material facts, or any other intentionalunfair practice.5. There may not be self-dealing or any conduct of private business or personal servicesbetween any director or staff member and the YMCA except those conducted in an open,and objective manner to ensure equal competitive opportunity and equal access toinformation.6. Board and volunteer committee members may not attempt to exercise individualauthority over the policies and operations of the YMCA except through their roles asvoting members of the Board or volunteer committees. Staff members may not attemptto exercise individual authority over the policies and operations of the YMCA exceptthrough their specific job responsibilities and established supervisory structure.7. Directors and staff members must not disclose to others, or use for themselves orothers, any confidential YMCA information (including information associated with YMCAmembers or donors) originated or acquired in connection with employment or service tothe YMCA, except when such disclosure has been approved in writing by ExecutiveManagement or is required by law. This non-disclosure obligation applies not only toYMCA representatives during their period of employment or service to the YMCA, but alsoafter termination of employment, service or retirement. Any YMCA representative whohas a question regarding the confidentiality of information should contact the CFO priorto disclosing the information. All YMCA documents, records, memoranda, contracts andother materials, whether in written or electronic form (and all copies thereof) are solely67

YMCA of Northwest North Carolina Employee Handbookthe YMCA’s property and must be returned to the YMCA immediately upon termination ofemployment.All electronic data created and stored by the YMCA’s electronic processing systems aresubject to these confidentiality standards. All employees shall comply with the YMCA’sInformation Systems Policies.8. All political or lobbying activities related to the YMCA and its mission must beconducted in compliance with applicable laws. No YMCA funds or property must be usedfor political contributions. Directors and staff members may make contributions fromtheir own funds but will not be reimbursed.J. Conflicts of InterestDirectors and staff will often serve in many capacities in the various organizations andinstitutions of the larger community. Such involvement can give rise to a duality of interestwhich, while proper, permissible and beneficial to the community, may create the potentialfor misunderstandings. Therefore, it is important that directors and staff treat potentialconflicts of interest seriously. The responsibility for avoiding actual conflicts and disclosingpotential conflicts falls on the individual director or staff member.A Conflict of Interest is present whenever a director or staff member has a material financialinterest in a proposed contract or transaction to which the YMCA may be a party. A conflictof interest may also exist where the private interests of a director or staff member and his orher official YMCA responsibilities conflict. Conflicts of interest may be either direct orindirect. A direct conflict of interest arises when the transaction is personally between adirector or staff member and the YMCA. An indirect conflict of interest arises when theYMCA transacts business with another entity in which a director or staff member has afinancial interest or serves as an officer, director, or trustee of the entity in question.1. Actual Conflicts of InterestIn some situations, directors, trustees, and staff members are prohibited from doingcertain things in order to avoid an actual conflict of interest. These restrictions comefrom statutes, regulations, by-law provisions, and internal policies, and are summarizedbelow:g) Loans to Senior Management. Loans may be made to a member of seniormanagement of the YMCA, which includes at least the CEO, COO, branch directors,team leaders, and organizational unit directors only if approved and disclosed atthe appropriate levels. In addition, no loan may be made to any entity for whichYMCA senior management has an ownership interest.h) Loans to Directors. No loan may be made to a director of the YMCA nor toany entity for which a director has an ownership interest.i) Work-related Fees. Fees paid to staff members by outside sources, whichpertain directly to their position and work for the organization – e.g., work-68

YMCA of Northwest North Carolina Employee Handbookrelated speaking and consultant fees, honoraria, and the like – must be paid tothe YMCA directly. In the event that these fees are paid directly to the staffmember, the payment must be endorsed promptly to the YMCA.j) Prospective Employment. No director or staff member may participate in anytransaction involving a person or organization with whom he or she is negotiatingor has any arrangement concerning prospective employment.k) Family Member Expenses. No staff member may supervise or approveexpenses or reimbursement for another staff member who is also a member of hisor her immediate family.l) Gifts. Any non-incidental tangible or intangible gift that could be inferred asinfluence or reward for an official action taken by a director or staff member mayonly be accepted if it is disclosed and approved by the President/CEO or by theChief Volunteer Officer if it involves the CEO. Staff members may not accept cashgifts under any circumstances, whatsoever.2. Potential Conflicts of InterestThere are situations beyond those listed above that may still raise the possibility that aconflict of interest exists. The YMCA does not have a blanket rule to prohibit thesesituations from arising, but rather considers them on a case-by-case basis. In thesesituations, the director or staff member must disclose the existence of the potentialconflict before action is taken (including YMCA approval or disapproval) on the matterand have it reviewed by disinterested YMCA parties.Directors and staff members shall disclose to the CEO in writing potential conflicts of interest.These potential conflicts include, but are not limited to, situations in which the director orstaff member may obtain personal, financial, professional or political gain at the expense ofthe YMCA. Some, but not all, examples of potential conflicts include the following:e) Loans to Staff. A loan is proposed to any present staff member.f) Outside Work. A staff member intends to undertake outside work that is nottotally unrelated to the YMCA.g) YMCA Payments to Staff Other Than for Regular Work. A staff member receivespayment from the YMCA for goods, services or subcontracts other than as part of hisor her regular YMCA job responsibilities or as reimbursement for reasonable expensesincurred as provided in the YMCA’s personnel policies.h) YMCA Payments to Directors Other Than for Reimbursement. A director receivespayment from the YMCA for goods, services or subcontracts other than asreimbursement for reasonable expenses incurred as provided in the YMCA personnelpolicies.Any potential conflict of interest for the CEO shall be disclosed in writing to the ChiefVolunteer Officer.K. Accounting, Auditing, and DisclosureYMCA business records must always be prepared accurately and reliably. They are of critical69

YMCA of Northwest North Carolina Employee Handbookimportance in meeting our financial, legal and management obligations and in achieving ourMission. In that regard:a. The books of account, financial statements and records of theY shall accurately reflect the operations and financial results of the Y.b. There shall be no disbursements or receipts of Y funds outsidethe Y’s established system of accountability.c. Y representatives may not make or approve any payment withthe intention or understanding that any part of such payment is to be used for anypurpose other than that described in the document supporting the payment.d. Records are to be kept in accordance with the Y’s internalcontrols at all times, fully and accurately reflecting all transactions.e. Y representatives may not make or approve any transactionfor any purpose other than the purpose stated in the documents supporting thetransaction.f. No unrecorded fund or asset may be maintained.g. No false, misleading entry, record or report may be made orpermitted to go uncorrected.h. All reports, vouchers, bills, payroll and service records,measurement and performance records, and other essential data must be prepared withcare and honesty.No Y representative shall take any action to fraudulently influence, coerce, manipulate, ormislead the Y’s independent auditors. No false, misleading or incomplete statements will bemade to any internal or external auditor, nor shall any Y representative conceal or withholdany information requested by an internal or external auditor pertaining to their audit orreview of the Y’s records, transactions or financial statements. It is the Y’s policy to providefull, fair, accurate, timely, and understandable disclosures in all documents andcommunications required by external parties. The Y expects all Y representatives to act in amanner supporting this policy.L. AcknowledgementA copy of this Code shall be given to all directors and staff members upon commencement ofsuch person’s relationship with the Y. Each director and staff member shall sign and dateAttachment A at the beginning of his/her term of service or employment and each yearthereafter. While the definitions of board and staff include the individuals’ immediate familyand, where applicable, anyone living in the person’s household as a family member, only thesignature of the individual board member or staff is required.Trustees shall be given a copy of this Code upon commencement of their relationship with theY, and at regular intervals thereafter. However, Trustees will not be required to signAttachment A. While trustees play a significant role in providing historical perspective andcommunity support, their involvement in organizational decision making is limited. Failure tosign does not nullify the Code.70

YMCA of Northwest North Carolina Employee HandbookAttachment A to Code of EthicsPlease indicate your role in the YMCA:Association Board of Directors of the YMCA of Northwest North CarolinaBranch Board of Management of the YMCA of Northwest North CarolinaBranch name: _______________________________________________Staff member of the YMCA of Northwest North CarolinaPlease list all other entities in which you have a financial interest or you serve as an officer, director ortrustee. If you are aware that an entity listed below has a contract or other business relationship withthe YMCA of Northwest North Carolina or one of the branches of the YMCA of Northwest NorthCarolina, please include those details._______________________________________________________________________ ____________________________________________BusinessYour Title/Capacity_______________________________________________________________________Business(Please attach additional pages as necessary).____________________________________________Your Title/CapacityPlease list below any other actual or potential conflict of interest.____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________I understand that the purposes of this Code of Ethics are to protect the integrity of the YMCA’sdecision-making process, to enable our constituencies to have confidence in our integrity, and to protectthe integrity and reputation of volunteers, staff and board members.Upon or before election, hiring or appointment, I will make a full, written disclosure of interests,relationships, and holdings that could potentially result in a conflict of interest. This written disclosurewill be kept on file and I will update it as appropriate.In the course of meetings or activities, I will disclose any interests in a transaction or decision where I(including my business or other nonprofit affiliation), my family and/or my significant other, employer, orclose associates will receive a benefit or gain. After disclosure, I understand that I will be asked to leavethe room for the discussion and will not be permitted to vote on the question.My signature confirms that I have read the YMCA of NWNC’s Code of Ethics, that I understand andaccept its terms and agree to comply with the Code of Ethics as a condition of employment or servicewith the YMCA of NWNC. I further understand that this Code is meant to be a supplement to goodjudgment, and I will respect its spirit as well as its wording.Signature: ____________________________________ Date: ______________________Print Name:____________________________________71

YMCA of Northwest North Carolina Employee HandbookEmployee Handbook Amendment 1.1.10The effective date of the following amendment is January 1, 20104. Replace “Voice & Data Communications Usage,” Amendment 1.1.08 p. 5with the following:Electronic CommunicationsThe Electronic Communications Code of Conduct, as summarized here and outlined in detail in the Policy Appendix,governs the use of YMCA-provided communications devices, personal communications devices used during worktime and/or on work premises, and personal electronic communications in public forums. Employees need to reviewand uphold the standards set forth and are encouraged to raise any related questions or concerns. Failure touphold the Electronic Communications Code of Conduct may result in disciplinary actions, up to andincluding termination of employment.In both personal and YMCA-related electronic communications, staff must remember that they representthe YMCA at all times and cannot assume that such communication is private.YMCA-Provided Electronic ResourcesYMCA-provided electronic communications resources, including communications devices and systems (definedbelow), are to be used for business purposes serving our members, program participants, and staff. Limited personaluse is acceptable, provided the frequency and/or duration does not interfere with the performance of an employee’sjob duties, or the function of YMCA operations or systems.DefinitionsCommunication Devices include, but are not limited to, desktop and portable computer systems,telephones, cellular telephones, smart phones (Blackberries, iPhones), personal data assistants (PDAs), andfax machines.Systems include, but are not limited to, internet, intranet, instant messaging (IM), audio and/or videomessaging, text messaging, voicemail, e-mail, and fax.YMCA-Provided indicates that the YMCA owns or leases the electronic resource, or the YMCA providesreimbursement for the work-related use of an employee’s personal resource.GuidelinesYMCA communications devices and electronic systems are not to be used in ways that are unlawful, disruptive,offensive to others, or in ways that could be harmful to workplace morale or the reputation of the YMCA.Both business use and limited personal use of YMCA-provided communications devices or electronic systems mustbe in compliance with YMCA policies at all times.Usage is not considered private. Usage grants permission for possible management review or, in the event of a legalinvestigation, YMCA-provided communication devices may be subpoenaed and used as evidence.It is staff’s responsibility to uphold the mission and values of the YMCA both at and outside of work.72

YMCA of Northwest North Carolina Employee HandbookStaff must uphold specific standards when engaging in personal electronic communications that name the YMCA, orcontain information known to be associated with the YMCA. These standards, outlined in detail in the ElectronicCommunications Code of Conduct, address legal and practical issues such as use of YMCA logos, trademarks, andphotos; confidentiality of information; defamatory remarks; disclaimers about point of view expressed in postings(personal rather than YMCA); and the degree to which information posted upholds YMCA policies, Code of Ethics,and character values.For More InformationThe YMCA’s comprehensive Electronic Communications Code of Conduct is located in the Policy Appendix of thisemployee handbook and must be thoroughly reviewed by all employees.5. Replace “Voice & Data Communications Code of Conduct,” XII. Policy Appendix pp.51-52 with the following:Electronic Communications Code of ConductFor the benefit of the organization, the YMCA has provided electronic communications devices and systems to someof its staff members based on business needs. These resources allow employees to perform their jobs in an efficientmanner and connect to people and information around the world. Electronic communication devices include, but arenot limited to: desktop and portable computer systems, telephones, cellular telephones, smart phones (Blackberries,iPhones), personal data assistants (PDAs), and fax machines. Systems include, but are not limited to: internet,intranet, instant messaging (IM), text messaging, voicemail, e-mail, and fax.Staff members have a responsibility to uphold the YMCA’s image, whether on or off-duty. When using YMCAprovidedelectronic resources, employees are representing the YMCA in an official capacity, and must be incompliance with YMCA policies at all times. In addition, activities outside of work that affect a YMCA employee’s jobperformance, the performance of others, or the YMCA's business interests are also a concern of the YMCA.This Electronic Communications Code of Conduct governs the use of YMCA-provided electronic communicationsresources, and provides guidelines for employees’ use of personal electronic resources when such use impacts theYMCA either directly or indirectly. The YMCA reserves the right to change these guidelines at any time.Use of YMCA-Provided Electronic Communication ResourcesYMCA-provided communications devices and electronic systems are to be used primarily for conducting the businessof and furthering the mission of the YMCA. Employees using such resources are representing the YMCA and areresponsible for using them in an effective, ethical, and lawful manner.Work-related communications- emails, internet postings, phone calls, texting, and faxing- should be done usingYMCA-provided communications devices and the YMCA’s systems. Employees should not use personalcommunications devices or electronic systems to communicate with YMCA members, program participants, orvolunteers about YMCA business unless otherwise approved by management.Communications on behalf of the YMCA and/or using YMCA-provided electronic resources cannot be consideredprivate. Communications sent, received, posted or viewed using YMCA electronic resources are YMCA property andthus eligible for possible management review.The use of YMCA-provided electronic resources is a privilege which may be revoked at any time. Improper conductrelated to use of YMCA-provided electronic resources includes, but is not limited to:73

YMCA of Northwest North Carolina Employee HandbookIllegal, Inappropriate, Offensive Use• Activities that are illegal, inappropriate, or offensive including: hate speech, material that ridicules otherson the basis of race, creed, religion, color, sex, disability, national origin, or sexual orientation, or messagesthat contain abusive, threatening or offensive language or are intended to annoy or alarm.• Activities defined as harassment in the YMCA Employee Handbook.• The creation, download, viewing, storage, copying, or transmission of sexually oriented or explicit material.• Downloading, transmitting or creating any messages, material or images that could be construed asdiscrimination on the basis of age, race, religion, disability, national origin, gender or any other illegal basis.• Actions that violate the YMCA’s policies and procedures, especially the YMCA’s Child Abuse PreventionPolicy.Use that Breaches Confidentiality or Privacy• Inappropriate disclosure, unauthorized sharing or distribution of confidential, proprietary, or copyrightedinformation.• Sharing of YMCA contact lists with others outside the YMCA or using lists for non-work relatedcommunications.Use that Compromises YMCA Systems• Actions likely to result in delay or disruption of service to any YMCA system or network. For example,downloading or online viewing of large files (including video, music or sound files) can slow down the entirenetwork. Creation or transmission of chain letters or other unauthorized mass mailings is alsoinappropriate.• Deliberately circumventing the security of the YMCA network, or any internet or intranet site. Attemptingto “go around” internet firewalls is unacceptable, as is using YMCA resources to gain unauthorized accessto other systems or to sites blocked by the YMCA.• Activities not in compliance with software or information licensing agreements or copyright laws. Nocopyrighted or licensed software is to be exported to, or through, the Internet without appropriatepermission granted by the publisher and the YMCA MIS department.Excessive and/or Disruptive Personal Use• Personal use that requires more than a very limited amount of time, or generates more than minimaladditional expense to the YMCA.• Personal blogging, social networking, and streaming media are not allowed using YMCA-provided electronicresources.• Using electronic resources for personal gain (e.g. private business activities), for advancement of individualopinions, or for amusement/entertainment purposes.• Using electronic resources for any personal services that have a toll or charge associated with them. (e.g.,personal long distance, international or 900 number phone calls, or fee based text messaging)E-Mail GuidelinesEmail and other electronic communications are a reflection on the YMCA, and the employee as a representative ofthe YMCA. The YMCA reserves the right to monitor public information and to make decisions as appropriate, up toand including termination of employment.The following guidelines address communications sent through the YMCA’s email system. While email is the primaryform of electronic communication, these guidelines may be applied to other forms of electronic communication.74

YMCA of Northwest North Carolina Employee Handbook• E-mail is a form of business communication. As such, tone should be businesslike and respectful, andcontent and grammar should be professional. Review emails carefully before sending.• Email should be used efficiently, with messages brief and to the point, and long discussions summarized forreaders. Use group emails and “reply all” sparingly, limited to those who need to know or act upon theinformation. The subject line should indicate content and purpose, and the signature line should communicatecontact information with mailing address and phone numbers.• Obscene or offensive language or symbols that imply such must not be used. Harassment and defamatorycomments in any form are strictly prohibited.• Do not use email as an excuse to avoid personal contact. Employees should not engage in arguments viaemail, or send messages with content or wording that may be misconstrued by the recipient.• Confidential information should not be disseminated by e-mail. If in doubt, consult with a supervisor beforesending the email.• Do not use or share YMCA contact lists for purposes outside of YMCA-related communications. Whensending group emails to members or program participants, blind copy recipients.• Report spam emails to the MIS Director. Employees who receive personal email with inappropriate contentshould respond to the sender that they do not wish to receive similar emails in the future.• Employees must help protect YMCA systems from computer viruses. Attachments from unknown sourcesshould not be opened, and employees should beware of email forwarded with attachments. Report suspiciousattachments to the MIS Director.• All employees have a responsibility to help the YMCA’s email system run efficiently for everyone. Do notsend chain emails or mass forwards through the YMCA’s system. Check with the MIS Director before sendingemails with large or multiple attachments to a large number of recipients.Each staff member is responsible for the content of his or her YMCA e-mail communications. Even if e-mails aredeleted, they may still be recoverable, and electronic communications are required to be retained in the event of apotential legal claim. If employees become aware of a threatened claim or litigation, they must not delete any e-mails but inform their supervisor.Blogging & Social Networking on Behalf of the YMCAThe YMCA may designate specific employees to communicate with members and the community through blogging,social networking, streaming media, or mass-texting. Such communications, conducted on behalf of the YMCA forwork-related purposes, must be approved and monitored/regulated by the YMCA, and must be in keeping with allHuman Resources, Marketing, Membership, and Communications policies, guidelines, and procedures. YMCAprovidedcommunications devices and systems are to be used for all work-related blogging and social-networking,unless otherwise approved by management.Personal Electronic CommunicationsStaff members should be aware that all information published to a blog or public website (including personalwebsites and personal pages on social networking sites such as Facebook, MySpace, Twitter, Friendster, etc.) isaccessible to the public. If an employee chooses to identify himself or herself as a YMCA staff member, he or she75

YMCA of Northwest North Carolina Employee Handbookmust ensure that posted content is consistent with the YMCA’s values and desired image. Personal websites, blogs,or social networking pages must not be linked to a YMCA website, personal profile, or social networking page.Expressing opinions publicly, whether through a blog or personal webpage, holds an individual legally and personallyresponsible for the commentary, including remarks deemed to be defamatory, obscene, proprietary or libelous.What is posted online remains public for a long time; therefore, caution should be exercised.Staff who engage in outside/personal communications accessible to the public which name the YMCA, or containinformation easily identified as being associated with the YMCA, must adhere to the following guidelines:• It must be clear to readers that views expressed are the individual’s and do not necessarily reflect the viewsof the YMCA. A disclaimer such as the following should be used: “The postings on this site are my own anddon't necessarily represent the YMCA's positions, strategies or opinions.”• Postings should not include:o YMCA logos, trademarks, and photos/images of YMCA facilities or programs.o Disclosure of confidential, proprietary, or trade secret information about the YMCA, or any thirdparty that has disclosed information to the YMCA.o Defamatory remarks about YMCA staff, members, program participants, vendors, volunteers andother affiliates, including competitors.o Content in conflict with the YMCA’s policies, Code of Ethics, or the YMCA’s character values ofcaring, honesty, respect, responsibility, and faith.Child Abuse Prevention and Electronic CommunicationsYMCA-Sanctioned ActivitiesElectronic communications are an efficient way to communicate with YMCA members and program participants.However, certain guidelines must be followed when communicating with members and program participants under18 years of age to protect both the child and the staff member from the possibility of inappropriate contact.YMCA staff may communicate electronically with minor members and program participants about YMCA-sanctionedactivities provided all of the following conditions are met:• Parents/guardians have given written permission that the YMCA may communicate with their child throughthese means,• The communication is related to YMCA programs, activities, or events, and• The communication is from a YMCA-provided communications device.Outside ActivitiesAs stated in the Child Abuse Prevention Policy, YMCA staff are prohibited from personal contact with a child withwhom they were not acquainted prior to the staff member’s employment with the YMCA. In keeping with this policy,staff members must not communicate with children through personal devices/systems including cell phones, e-mailaddresses, websites, blogs, social networking pages, or any other forms of electronic communications. Staff shouldrespectfully decline any requests from children to communicate outside of YMCA-sanctioned activities.Information and pictures/images of children in YMCA programs or activities are not appropriate for sharing throughelectronic communications (ex. posting on personal social networking pages). Generally, staff may share informationand pictures of their own child(ren) engaged in YMCA activities through electronic communications, provided thatthe focus is clearly the staff person’s own child(ren), or parents of the other child(ren) have given the staff memberpermission to share information and/or pictures of their children.76

YMCA of Northwest North Carolina Employee HandbookSecurityUse of YMCA-provided electronic resources must be approved by the Executive Director, Chief Operating Officer,and/or MIS Director. No email address will be used unless approved by MIS Department.The YMCA will periodically monitor electronic communications through YMCA-provided resources to ensureadherence to policy. In addition, the YMCA reserves the right to monitor public electronic communications ofprospective and current staff, and will investigate and take appropriate action when concerns are brought forward.Violations may be subject to disciplinary action, up to and including termination. Supervisors should discuss thesituation with Human Resources before taking any action against a prospective or current employee based oninformation found on the internet.All electronic communications involving YMCA-provided resources remain the property of YMCA. The YMCA reservesand intends to exercise the right to review, read, inspect, audit, intercept, access and disclose to the President/CEOor his designee all messages and files created, received or sent using YMCA-provided communications devices orthrough YMCA systems as deemed necessary and appropriate. Electronic communications should be consideredpublic communications and are not private. All communications including text, audio, and images can be disclosed tolaw enforcement or other third parties without prior consent of the sender or the receiver.Notwithstanding the YMCA’s right to review any electronic communications, such communications should be treatedas confidential by other employees and accessed only by the intended recipient. Employees are not authorized toreview any electronic communications that are not sent to them, and they should not attempt to gain access toanother employee’s electronic communications without the employee’s permission. Employees should not attempt togain access to stored files or other electronic information, nor should they password protect or encrypt files, unlessauthorized to do so.Employees are responsible for electronic communications and internet usage from their computers. Screen saversshould be set to activate after 15 minutes or less of the computer being idle and should be password protected toprevent unauthorized use. Employees are also responsible for minimizing the risk of infecting YMCA systems withcomputer viruses. Staff should exercise caution in downloading content from websites and report suspicious contentto the MIS Director.Employees are also responsible for security of work-related information and physical security of YMCA-providedresources, including but not limited to portable communications devices (cell phones, smart phones, laptops, etc.)and portable computer memory (flash/thumb drives, CDs, disks, and portable hard drives). All such devices should bephysically secured and password protected at all times. Confidential information and access to YMCA-providedelectronic resources should be password-protected, with passwords provided to authorized individuals only. Allpasswords must be provided to supervisors.ViolationsEach staff member is responsible for adhering to the Electronic Communications Code of Conduct and ensuring thatfellow employees do the same. Suspected violations of this Code of Conduct must be brought to the HumanResources Director and/or MIS Director. Violations of the Electronic Communications Code of Conduct, and failure toreport suspected violations, may result in disciplinary action up to and including termination of employment.77

YMCA of Northwest North Carolina Employee Handbook6. Add “Policy on Reporting Fraudulent or Dishonest Conduct and WhistleblowerPolicy:”POLICY ON REPORTING FRAUDULENT OR DISHONEST CONDUCT ANDWHISTLEBLOWER POLICYINTRODUCTIONThe Code of Ethics of the YMCA of Northwest North Carolina (“Y”) requires directors, officers, employees andvolunteers to observe high standards of business and personal ethics in the conduct of their duties andresponsibilities. As employees and representatives of the organization, we must practice honesty and integrity infulfilling our responsibilities and comply with all applicable laws and regulations.In keeping with the policy of maintaining the highest standards of conduct and ethics, the Y will investigate anysuspected fraudulent or dishonest use or misuse of the Y’s resources or property by staff or volunteers.Reports should be submitted to your immediate supervisor or alternate line of authority, up to and including thePresident & CEO, or in accordance with the whistleblower reporting procedure below. Any employee who in goodfaith reports such incidents as described above, or participates in an investigation or proceeding related to thealleged incident, will be protected from threats, retaliation, discharge, harassment or other types of discriminationincluding, but not limited to, matters of compensation or terms and conditions of employment by reason of theemployee’s reporting or participation in the investigation or proceeding. No employee may be adversely affectedbecause he/she refused to carry out a directive which constitutes fraud or is a violation of state or federal law.Employees are encouraged to provide as much specific information as possible including names, dates, places, andevents that took place, the employee’s perception of why the incident(s) may be a violation, and what action theemployee recommends be taken. Anonymous written or telephonic communications will be accepted. Employeeswho choose to identify themselves will receive a reply to their report within 20 working days or as soon aspracticable thereafter.REPORTING PROCEDURECompliance with the YMCA’s Whistleblower Policy (“Policy”) and Code of Ethics (“Code”) is the responsibility andobligation of every staff member. Early identification and resolution of any violation of the Policy and/or Code iscritical to compliance and to maintaining the YMCA’s commitments to staff members, volunteers, affiliatedorganizations, and donors. All staff members are expected to treat compliance with the principles and proceduresembodied in both the Policy and Code as a critical element of their responsibilities.The Chairperson of the Audit Committee of the YMCA has been designated as the Compliance Officer responsible foroverseeing compliance with this requirement. This person is accessible to all employees via the Ethics Helpline.A. Reporting ViolationsAll violations or suspected violations of the Policy and/or Code are to be reported to your supervisor or to theCompliance Officer. Staff members are encouraged to provide as much specific information as possible includingnames, dates, places, and events that took place and the individual’s perception of why the incident(s) may be aviolation of the Policy and/or Code. Reports can be made by:78

YMCA of Northwest North Carolina Employee Handbook• Calling the Ethics Helpline at 1-877-228-5412. The Ethics Helpline is operated by an independent thirdpartyvendor, Ethics Point, and is available 24 hours a day, 7 days a week. Ethics Helpline representativeswill listen to concerns regarding violations of the Code of Ethics, ask questions and review the informationprovided. They will then forward complaints to appropriate senior staff and key volunteers, including theCompliance Officer, who will take appropriate action.• Submitting a compliance report to the Ethics Helpline via www.ethicspoint.com. (Additional information onhow to submit a report is available on the employee intranet of the YMCA.)• Directly submitting a report to your supervisor or the Compliance Officer.While the Policy and Code set forth a wide range of prohibited conduct, it cannot address every issue that mayarise. If a staff member is unsure of what to do in a particular situation, he or she should seek additional guidanceand information before taking any action. If something seems unethical or improper, or if there are questionsregarding the best course of action, the staff member should promptly contact any of the following:• Immediate Supervisor• Compliance Officer• Human Resources• The Ethics Helpline at 1-877-228-5412• Ethics Point via website www.ethicspoint.comB. Investigation of ReportsAll reported violations will be promptly and thoroughly investigated and acted on appropriately. If a complaintalleging an ethical violation requires additional action, the YMCA will respond promptly. Staff members mustcooperate with any investigation and provide accurate and truthful information. Staff members must not disclose ordiscuss the fact that an investigation is being conducted or has been conducted and must not disclose the results ofany investigation to anyone except to the extent allowed by the Compliance Officer. If possible, the staff membermaking the initial report will be informed about the status of the investigation and the outcome of the matter.However, the YMCA has an obligation of confidentiality to all staff members, including those being investigated.C. Retaliation ProhibitedRetaliation of any kind against any individual who reports a violation or possible violation of the Policy and/or Codein good faith is prohibited, as is retaliation of any kind against any individual who cooperates in good faith in anyinvestigation of a violation or possible violation of the Policy/Code, whether conducted internally or by legalauthorities, or participates in a proceeding related to the alleged violation. Retaliation of any kind against a staffmember who refuses to carry out a directive which, in fact, constitutes a violation of the Policy/Code is alsoprohibited. Any individual engaging in retaliatory conduct will be subject to disciplinary action. If requested and tothe extent possible, every effort will be made to maintain the confidentiality of any report made.D. Disciplinary ActionAny staff member violating the Policy/Code will be subject to disciplinary action, up to and including reprimand,suspension, and termination, and could be subject to civil or criminal legal proceedings.E. Acting in Good FaithAnyone filing a complaint concerning a violation or suspected violation of the Policy and/or Code must be acting ingood faith and have reasonable grounds for believing the information disclosed indicates a violation of the Code.Any allegations that prove not to be substantiated and which prove to have been made maliciously or knowingly tobe false will be viewed as a serious disciplinary offense.79

YMCA of Northwest North Carolina Employee HandbookF. Self-DisclosureStaff members shall also disclose any situation involving his or her own conduct that may have the potential to bemisinterpreted by others. If a staff member has any questions regarding his or her own conduct, the staff membershall discuss the matter with his or her immediate supervisor or the Compliance Officer.80

YMCA of Northwest North Carolina Employee HandbookEmployee Handbook Amendment 5.1.11The effective date of the following amendment is May 1, 20111. Replace YMCA Membership & Program Opportunities, in Section VI. EmployeeBenefits, with the following:YMCA Membership & Program OpportunitiesEmployees meeting eligibility requirements are granted Metro-wide memberships for the category forwhich they qualify. Employees meeting eligibility requirements who are dependent members of ahousehold receive an individual Metro-wide membership for the appropriate membership category (ex.Teen, Young Adult, Adult, Senior Citizen).In addition, employees meeting eligibility requirements receive 20% reduction on program fees with theexception of personal training, massage, scuba, and private swim lessons.To be eligible for the membership and program benefit, employees must work a minimum of 8 hours perweek, teach two classes per week, or referee two games per week. Exceptions to the eligibilityrequirement must be approved by the branch Executive Director.Examples:EMPLOYEE40-year old adult who works 20 hours per weekin Membership, with 1 child and 2 other adultsin the household17-year old employee living with his/her parentswho works 8 hours per week as a LifeguardMEMBERSHIP BENEFITMetro Household with Dependents (employeepays $20 monthly charge for 3 rd adult onHousehold membership)Metro Teen81